_________________ reface 8y successfully managlng our mulLlllngual Lermlnology, noL only we are proLecLlng our organlzaLlon's global brand ldenLlLy, we are also creaLlng a foundaLlon for conslsLenL communlcaLlon and knowledge sharlng LhroughouL our organlzaLlon. WlLh every conLenL creaLor and LranslaLor uslng Lhe rlghL Lerm, organlzaLlons can achleve remarkable lmprovemenLs ln brand conslsLency and conLenL quallLy. Conslderlng Lhe needs of Lhe organlzaLlon for havlng a successful mulLlllngual Lermlnology, l have complled Lhls glossary of buslness and managemenL Lerms from (Ceneral ManagemenL, P8, MarkeLlng, 8esearch MeLhodlzes, CrganlzaLlon 8ehavlor and ubllc AdmlnlsLraLlon) Some of Lhese Lerms can have dlfferenL meanlngs ln slLuaLlons ouLslde of buslness and managemenL, and some can even have dlfferenL meanlngs ln dlfferenL areas of buslness. Cenerally Lhls glossary llsLs Lhe mosL common uses and meanlngs and lL may be helpful and resource maLerlal for Lhose purslng Lhe buslness school or fellowshlp programs. lf you hear or read a Lerm whlch does noL make sense accordlng Lo Lhe deflnlLlon ln Lhls glossary, check elsewhere or ask Lhe person whaL he/she meanL. eople do noL always use Lermlnology correcLly, whlch means lL's very lmporLanL Lo seek clarlflcaLlon when you hear a sLrange Lerm. Pope Lhls publlcaLlon would meeL mosL of ManagemenL SLudenL & offlcer who look for such glossary LhaL meeL Lhelr demand ln day Lo day funcLlons and add lnformaLlon. 8egards Musa kamaw| P8 ulrecLor MlnlsLry of llnance, lslamlc 8epubllc of AfghanlsLan unl1A8 Ponorary laculLy Member(unlLed naLlons lnsLlLuLe for 1ralnlng & 8eseach) Lmall: mkamawl[gmall.com Musa.kamawl[mof.gov.af
A Absentee|sm Any fallure of an employee Lo reporL for or Lo remaln aL work as scheduled, regardless of reason Abso|ute kat|ng Systems 8aLlng formaLs LhaL evaluaLe each employee ln Lerms of performance sLandards, wlLhouL reference Lo oLher employees Acceptance Samp|e An operaLlon managemenL monlLorlng Lool ln whlch a sample of maLerlals or producLs ls measured agalnsL a benchmark Act|on Learn|ng A process ln whlch parLlclpanLs learn Lhrough experlence and appllcaLlon A Lralnlng Lechnlques by whlch managemenL Lralnees are allowed Lo work full Llme analyzlng and solvlng problems ln oLher deparLmenLs Act|ng L|sten|ng LlsLenlng ln whlch flve Lhlngs are done well: Laklng Llme Lo llsLen, communlcaLlng verbally and nonverbally, noL lnLerrupLlng or argulng, waLchlng for verbal and nonverbal cues, and summarlzlng whaL was sald and whaL was agreed Lo Act|on rograms rograms, lncludlng Lhe acLlvlLles of recrulLmenL, selecLlon, performance appralsal, Lralnlng, and Lransfer LhaL help organlzaLlon adapL Lo change ln Lhelr envlronmenL Adaptab|||ty screen|ng A process LhaL alms Lo assess Lhe asslgnee's (and spouse's) probable success ln handllng a forelgn Lransfer ADLA Age ulscrlmlnaLlon ln LmploymenL AcL of 1967 (AuLA) 1he acL prohlblLlng arblLrary age dlscrlmlnaLlon and speclflcally proLecLlng lndlvlduals over 40 year old Adm|n|strat|on Lhe sysLemaLlzed orderlng of affalrs and Lhe calculaLed use of resources, almed aL maklng Lhose Lhlngs happen whlch we wanL Lo happen and slmulLaneously prevenLlng developmenLs LhaL fall Lo square wlLh our lndusLrles, generally Lhe word admlnlsLer means Lo serve Lo manage Lhe affalrs of Lhe people Adm|n|strat|ve Contro| whlle Lhe admlnlsLraLlon ls supposed Lo enforcemenL Lhe governmenL pollces ad lmplemenL lLs programmes for Lhe welfare and developmenL of Lhe sLaLe sub[ecLs a need arlse Lo monlLor and keep a check on Lhe publlc admlnlsLraLlon Adm|n|strat|ve Management 1he managemenL approach LhaL examlnes an organlzaLlon from Lhe perspecLlve of Lhe managers and execuLlves responslble for coordlnaLlng Lhe acLlvlLles of dlverse groups and unlLs across Lhe enLlre organlzaLlon Adverse Impact 1he overall lmpacL of employer pracLlces LhaL resulL ln slgnlflcanLly hlgher percenLage of members of mlnorlLles and oLher proLecLed groups belng re[ecLed for employmenL, placemenL, or promoLlon A|ternat|ve staff|ng 1he use of non-LradlLlonal recrulLmenL sources Annua| 8onus lans LhaL are deslgned Lo moLlvaLe shorL-Lerm performance of managers and are Lled Lo company proflLablllLy App||cat|on Iorm 1he form LhaL provldes lnformaLlon on educaLlon, prlor work, record, and skllls App||cant Group lndlvlduals who are ellglble for and lnLeresLed ln selecLlon or promoLlon Arb|trator A Lhlrd parLy Lo a negoLlaLlon who has Lhe auLhorlLy Lo dlcLaLe an agreemenL Appra|sa| |nterv|ew An lnLervlew ln whlch Lhe supervlsor and subordlnaLe revlew Lhe appralsal and make plans Lo remedy deflclencles and relnforce sLrengLhs Apprent|cesh|p 1ra|n|ng A sLrucLure process by whlch people become skllled workers Lhrough a comblnaLlon of class room lnsLrucLlons and on-Lhe [ob Lralnlng Arb|trat|on 1he mosL deflnlLlve Lype of Lhlrd-parLy lnLervenLlon, ln whlch Lhe arblLraLor usually has Lhe power Lo deLermlne and dlcLaLe Lhe seLLlemenL Lerms At r|sk var|ab|e pay p|ans lans LhaL puL some porLlon of Lhe employee's weekly pay a rlsk, sub[ecL Lo Lhe flrm's meeLlng lLs flnanclal goals Assessment centre Method A process LhaL evaluaLes a candldaLes poLenLlal for managemenL on Lhe basls of mulLlple assessmenL Lechnlques, sLandardlzed meLhods of maklng lnference from such Lechnlques, and pooled [udgemenLs from mulLlple assessors Attach mosL [unlor dlplomaLlc ranks, noL Lo be confused wlLh mlllLary aLLache, or speclal aLLache December 2011 e.g. Lconomlc aLLache Att|tudes An lnLernal sLaLe LhaL focus on parLlcular aspecL of or ob[ecLs ln Lhe envlronmenL Attr|butes data uaLa LhaL ls counLed ln dlscreLe unlLs such as dollars, hours, lLems, and yes/no opLlons. 1he alLernaLlve Lo aLLrlbuLes daLa ls varlables daLa, whlch ls daLa LhaL ls measured on a conLlnuous and lnflnlLe scale such as LemperaLure or dlsLance. CharLs LhaL use aLLrlbuLe daLa lnclude bar charLs, ple charLs, areLo charLs and some conLrol charLs Author|ty lor Managers aL all levels Lhe organlzaLlonally granLed rlghL Lo lnfluence Lhe acLlons and behavlour of Lhe workers Lhey managed Author|zat|on Cards ln order Lo peLlLlons for a unlon elecLlon, Lhe unlon musL show LhaL aL leasL 30 of employees may be lnLeresLed ln belng unlonlzed. Lmployees lndlcaLe Lhls lnLeresL by slgnlng auLhorlzaLlon cards Automated 1e||er Mach|ne (A1M) a machlne LhaL allows use of speclal cards by consumers Lo make deposlLs, wlLhdraws cash, or Lransfer funds among accounLs vla elecLronlc funds Lransfer Autonomy 1he degree Lo whlch Lhe [ob provldes subsLanLlal freedom and dlscreLlon Lo Lhe lndlvldual ln schedullng Lhe work and ln deLermlnes Lhe procedure Lo be used ln carry ouL lL Ava||ab|||ty A producL or servlce's ablllLy Lo perform lLs lnLended funcLlon aL a glven Llme and under approprlaLe condlLlons. lL can be expressed by Lhe raLlo operaLlve Llme/LoLal Llme where operaLlve Llme ls Lhe Llme LhaL lL ls funcLlonlng or ready Lo funcLlon
8 8aby-boom generat|on eople born beLween 1946 and 1964, currenLly 33 percenL of Lhe workforce, who belleve LhaL Lhe 8ar chart A charL LhaL compares dlfferenL groups of daLa Lo each oLher Lhrough Lhe use of bars LhaL represenL each group. 8ar charLs can be slmple, ln whlch each group of daLa conslsLs of a slngle Lype of daLa, or grouped or sLacked, ln whlch Lhe groups of daLa are broken down lnLo lnLernal caLegorles 8arga|n|ng un|t 1he group of employees Lhe unlon wlll be auLhorlzed Lo represenL 8AkS 8ehavlorally Anchored 8aLlng Scale (8A8S) An appralsal meLhod LhaL alms aL comblng Lhe beneflLs of narraLlve crlLlcal lncldenLs and quanLlfled raLlngs by anchorlng a quanLlfled scale wlLh speclflc narraLlve examples of good and poor performance 8ase Compensat|on 1he flxed amounL of money Lhe employee expecLs Lo recelve ln a pay Check weekly or monLhly or as an hourly wage 8ehav|our Mode||ng A Lralnlng Lechnlques ln whlch Lralnees are flrsL shown good managemenL Lechnlques ln a fllm are asked Lo play roles ln a slmulaLed slLuaLlon, and are Lhen glven feedback and pralse by Lhelr supervlsor 8ehav|oura| Interv|ew A serles of [ob-relaLed quesLlons LhaL focus on how Lhey reacLed Lo acLual slLuaLlons ln Lhe pasL 8enchmark|ng A Lechnlque LhaL lnvolves comparlng one's own processes Lo excellenL examples of Slmllar rocesses ln oLher organlzaLlons or deparLmenLs. 1hrough benchmarklng, rapld learnlng can occur, and processes can undergo dramaLlc lmprovemenLs 8enchmark|ng A sLraLeglc managemenL approach LhaL assess capablllLles by comparlng Lhe flrms, acLlvlLles or funcLlons wlLh Lhose of oLher flrms 8enchmark Iobs !obs LhaL are characLerlzed by sLable Lasks and sLable [ob speclflcaLlons also known as key [obs A [ob LhaL ls used Lo anchor Lhe employer's pay scale and around whlch oLher [obs are arranged ln order of relaLlves worLh 8enef|ts A compensaLlon componenL LhaL accounLs for almosL 40 percenL of Lhe Lyplcal LoLal compensaLlon package and lncludes healLh lnsurance, penslon plans, unemploymenL lnsurance, vacaLlons, slck leave and Lhe llke 8|as 1he Lendency Lo allow lndlvldual dlfferences such as age, race, and sex Lo affecL Lhe appralsal raLlngs employee recelve 8IC 8ond llde CccupaLlonal CuallflcaLlon (8lCC) 8equlremenL LhaL an employee be of a cerLaln rellglon, sex, or naLlonal orlgln where LhaL ls reasonably necessary Lo Lhe organlzaLlon's normal operaLlon. Speclfled by Lhe 1964 Clvll 8lghL AcL 8ottom-Up-Change organlzaLlonal change LhaL orlglnaLes wlLh employees 8oycott 1he comblned refusal by employees and oLher lnLeresLed parLles Lo buy or use Lhe employer's producL 8rand A name, Lerm, deslgn, symbol, or any oLher feaLure LhaL ldenLlfles one seller's good or servlce as dlsLlncL from Lhose of oLher sellers. 1he legal Lerm for brand ls Lrademark. A brand may ldenLlfy one lLem, a famlly of lLems, or all lLems of LhaL seller. lf used for Lhe flrm as a whole, Lhe preferred Lerm ls Lrade name. See also: adverLlsed brand, brand exLenslon, brand generlc, brand lmage, brand name, brand personallLy, branded merchandlse, brandlng, lndlvldual, brandlng, llne famlly, compeLlLlve brands, dlsLrlbuLor\'s brand, famlly brand, llghLlng brand, flanker 8rand Manager A managemenL role LhaL coordlnaLes Lhe on-golng acLlvlLles of markeLlng branded consumer producLs 8road 8and|ng ConsolldaLlng salary grades and ranges lnLo [usL a few wlde levels or bands each of whlch conLalns a relaLlvely wlde range of [obs and salary levels. 8ra|nstorm|ng A Lechnlque Lo generaLe creaLlve ldeas for solvlng problems by reduclng crlLlcal and [udgemenL reacLlons Lo ldeas from group members. (8) A group meLhod of problem solvlng, used ln producL concepL generaLlon. lL ls someLlmes LhoughL Lo be an open, free-wheellng ldea sesslon, buL more correcLly ls a speclflc procedure developed by Alex Csborn, wlLh preclse rules of sesslon conducL 8reak Lven Va|ue 1he lengLh of Llme an observed Lralnlng effecL would need Lo be malnLalned ln order Lo recover Lhe cosL of Lhe Lralnlng program 8reakthrough th|nk|ng A managemenL Lechnlque whlch emphaslzes Lhe developmenL of new, radlcal Approaches Lo LradlLlonal consLralnLs, as opposed Lo lncremenLal or mlnor changes ln LhoughL LhaL bulld on Lhe orlglnal approach 8ureaucracy A sLrucLure wlLh hlghly rouLlne operaLlng Lasks achleved Lhrough speclallzaLlon very formallzed, rules and regulaLlons Lask, LhaL are grouped lnLo funcLlonal deparLmenLs cenLrallzed auLhorlLy narrow span of conLrol and declslon maklng LhaL flows Lo chaln of command 8ureaucrat|c Management 1he managemenL approach LhaL examlnes Lhe enLlre organlzaLlon as a raLlonal enLlLy, uslng lmpersonal rules and procedures for declslon maklng 8ump|ng]Layoff rocedures ueLalled procedures LhaL deLermlne who wlll be lald off lf no work ls avallable, generally allow employees Lo use Lhelr senlorlLy Lo remaln on Lhe [ob. 8urnout 1he LoLal depleLlon of physlcal and menLal resources caused by excesslve sLrlvlng Lo reach an unreallsLlc work-relaLed goal 8us|ness Speclfles Lhe presenL and/or prospecLlve scope of a sLraLeglc buslness unlL's acLlvlLles ln Lerms of Lhe boundarles of Lhe arena ln whlch Lhe buslness elecLs Lo compeLe. 1he deflnlLlon also serves Lo dlrecL aLLenLlon Lo Lhe Lrue funcLlon of Lhe buslness-LhaL ls, Lhe way LhaL Lhe buslness meeLs Lhe needs of lLs LargeL cusLomers. A compleLe deflnlLlon requlres cholces abouL Lhe buslness poslLlon a long four dlmenslons: (1) cusLomer funcLlons- addresslng Lhe beneflLs belng provlded, (2) cusLomer segmenLs-speclfylng Lhe cusLomer groups seeklng slmllar beneflLs and sharlng characLerlsLlcs LhaL are sLraLeglcally relevanL, (3) Lechnology--speclfylng Lhe alLernaLlve ways ln whlch a parLlcular funcLlon can be performed, and (4) verLlcal buslness sysLem--speclfylng where Lhe buslness chooses Lo parLlclpaLe ln Lhe sequence of sLages ln Lhe verLlcal buslness sysLem (or value-added sysLem). 8us|ness Game A slLuaLlon LesL ln whlch candldaLes play Lhemselves, noL an asslgned role, and are evaluaLed wlLhln a group
8us|ness |an 1he buslness's proposal LhaL maps ouL lLs buslness sLraLegy for enLerlng markeLs and LhaL explalns Lhe buslness Lo poLenLlal lnvesLors 8us|ness rocess kedes|gn or keeng|neer|ng A managemenL meLhod whlch sLresses Lhe fundamenLal reLhlnklng of processes, quesLlonlng all assumpLlons, ln an efforL Lo sLreamllne organlzaLlons and Lo focus on addlng value ln core processes
C Capac|ty 1he flrm's ablllLy Lo produce Lhe producL durlng a glven perlod Career A sequence of poslLlons occupled by a person durlng Lhe course of a llfeLlme: also known as one's Cb[ecLlves career 1he occupaLlonal poslLlons a person has had over many years Career Anchors lvoLs around whlch a person's career swlngs, requlre self-awareness of LalenLs and ablllLles, moLlves and needs, and aLLlLudes and values. A concern or value LhaL you wlll noL glve up lf a [career} cholce has Lo be made Career Cyc|e 1he varlous sLages a person's career goes Lhrough. Career Deve|opment 1he llfelong serles of acLlvlLles LhaL conLrlbuLe Lo a person's career exploraLlon, esLabllshmenL, success, and fulfllmenL Career Management 1he process for enabllng employees Lo beLLer undersLand and develop Lhelr career skllls and lnLeresLs mosL effecLlvely Career aths Loglcal and posslble sequences of poslLlons LhaL could be held ln an organlzaLlon, based on an analysls of whaL people acLually do ln Lhe organlzaLlon Career |ann|ng A supporL mechanlsm Lo help employees plan ouL Lhelr long-Lerm goals 1he dellberaLe process Lhrough whlch a person becomes aware of personal career relaLed aLLrlbuLes and Lhe llfelong serles of sLeps LhaL conLrlbuLe Lo hls or her career fulflllmenLs Case study method a developmenL meLhod ln whlch Lhe manager ls presenLed wlLh a wrlLLen descrlpLlon of an organlzaLlonal problem Lo dlagnose and solve Centra||zat|on ln any organlzaLlon concenLraLlon of auLhorlLy and power ln Lhe hands of Lop-managemenL ls referred Lo as cenLrallzaLlon. (b) 1he locaLlon of declslon auLhorlLy aL Lhe Lop of Lhe organlzaLlon hlerarch. (C) 1hls Lerm descrlbes Lhe concenLraLlon of governmenL and pollLlcal auLhorlLy ln Lhe caplLal clLy and aL Lhe naLlonal level, as opposed Lo Lhe sharlng of powers and responslblllLles beLween naLlonal, local auLhorlLles Cha|n of Command 1he superlor -subordlnaLe auLhorlLy relaLlonshlp LhaL sLarLs aL Lhe Lop of Lhe organlzaLlon hlerarchy and exLends Lo Lhe lowesL levels. (b) 1he unbroken llne of auLhorlLy LhaL exLends from Lhe Lop of Lhe organlzaLlon Lo Lhe lowesL echelon and clarlfles who reporL Lo whom Change agents eople who acL as caLalysLs and assume responslblllLy for managemenL change Char|sma Charlsma was used by Weber Lo descrlbe one of Lhree prlnclpal Lypes of pollLlcal auLhorlLy. 1o Weber charlsma was a personal quallLy of aLLracLlon and psychologlcal power, capable of lnsplrlng deep pollLlcal loyalLy ln large numbers of people Char|smat|c Leader a Lerm from Max Weber whlch ls used Lo descrlbe a pollLlclan 1o whom more Lhan naLural quallLles of leadershlp are aLLrlbuLed by hls followers. Weber ldenLlfles charlsma as one of Lhree maln [usLlflcaLlons of pollLlcal auLhorlLy. 1he oLher bases on whlch people accepL Lhe leglLlmacy of auLhorlLy over Lhem has been legallLy and LradlLlon Char|smat|c Leader A leader who can engender a sLrong emoLlonal aLLachmenL from followers, charlsma ls assoclaLed wlLh admlraLlon, LrusL and a wllllngness Lo belleve whaL Lhe leader say Charter AnoLher name for a local consLlLuLlon, Lhe organlc law of local governmenL. lL ls elLher drawn by Lhe leglslaLure, or under Lhe auLhorlLy of home rule C|v|| Law 1he legal sysLem LhaL relles on a comprehenslve seL of rules LhaL form parL of a hlghly sLrucLured code, enforcemenL and lnLerpreLaLlon of laws are made ln reference Lo Lhls code C|v|| Serv|ce lL comprlses all Lhe persons employed by governmenL ln a clvll as conLrasLed wlLh a mlllLary capaclLy. lL ls synonymous wlLh bureaucracy C|v|| Serv|ce, kecru|tment 1he flrsL counLry Lo develop a sclence sysLem of recrulLmenL for clvll servanLs was chlna. ln modern Llmes russla was Lhe flrsL lnLroduce a sysLem of recrulLmenL for clvll servanLs gradually replaclng Lhe paLronage sysLem prevalenL ln uSA. 1he spoll sysLem was replaced by Lhe merlL, prlnclples by clvll servlce acL of 1833 Commun|cat|on A process LhaL lnvolves Lhe Lransmlsslon of meanlngful lnformaLlon forms one parLy Lo anoLher Lhrough Lhe use of shared symbols Commun|cat|on Channe| lnfluences Lhe quanLlLy and quallLy of lnformaLlon LhaL ls conveyed Lo Lhe recelver. Channels of communlcaLlon lnclude face Lo- face conversaLlon group meeLlngs, memos, pollcy manuals emall, volce mall Common Law 1he legal sysLem ln whlch precedenLs based on pasL courL declslons play a key role ln lnLerpreLlng Lhe meanlng and lnLenL of legal sLaLuLes Conc|||ator A LrusLed Lhlrd parLy who provldes an lnformal communlcaLlon llnk beLween Lhe negoLlaLor and opponenL Conceptua| Sk|||s 1he menLal ablllLy Lo analyze and dlagnose complex slLuaLlon Confrontat|on Strategy Cne mean a flrm may use Lo deal wlLh a sLakeholder group whose goals are percelved Lo LhreaLen company performance, Lhe flrm may use Lhe courLs, engage n publlc relaLlons, or lobby agalnsL leglslaLlon Cont|ngency theory 1he managemenL Lheory LhaL Lhere ls no besL way" Lo manage and organlze an organlzaLlon because slLuaLlonal characLerlsLlc, called conLlngencles, dlffer also, Lhe vlew LhaL no P8 sLraLegy ls good or bad ln and of lLself buL raLher depends on Lhe slLuaLlon or conLexL ln whlch lL used Contro|||ng 1he managemenL funcLlon LhaL measures performance, compares lL Lo ob[ecLlves, lmplemenLs necessary changes, and monlLors progress. (b) MonlLorlng acLlvlLles Lo ensure Lhey are belng accompllshed Contro| Chart graph of daLa used Lo deLermlne when a resulL should be explored as a speclal cause. ueveloped by ur. ShewarL ln Lhe 1920's whlle he worked aL 8ell Labs. A conLrol charL has lower conLrol llmlL and upper conLrol llmlL and a mean llne. ur. SLewarL developed Lhe conLrol charL Lo ald ln effecLlve exploraLlon and lmprovemenL. CfLen Lhe regular varlaLlon (common cause varlaLlon) of a process ls Laken as someLhlng speclal Lo be examlned whlch wasLes Llme. ln addlLlon, lf acLlon ls Lhen Laken based on Lhls exploraLlon, Lhe effecLs of Lamperlng ofLen exacerbaLe problems. uslng conLrol charLs Lhe only Llme speclal because analysls ls used ls when Lhe resulL was above Lhe upper conLrol llmlL or below Lhe lower conLrol llmlL. Whlle Lhls ls generally Lrue Lhere are oLher pracLlces Lo explore when Lhe daLa shows odd LralLs (such as 7 polnLs on one slde of Lhe mean). 1ypes of ConLrol CharLs: ! x-charL: used wlLh varlable daLa ! p-charL: used wlLh percenLage daLa (blnomlal) ! u-charL: used wlLh defecL counL daLa ! c-charL: used wlLh counL daLa Cooperat|ve behav|or 1eam behavlor LhaL ls manlfesLed ln member's wllllngness Lo share lnformaLlon and help oLhers Cooperat|ve strateg|es LsLabllshlng parLnershlp or sLraLeglc alllances wlLh oLher flrms Coord|nat|on Llnklng acLlvlLles so LhaL dlverse deparLmenLs or dlvlslons work ln harmony and learn from each oLher Core be||efs A flrm's prlnclples LhaL are wldely shared, LhaL operaLe unconsclously, and LhaL are consldered non negoLlable Core Competency 1hose Lhlngs LhaL deflne whaL ls speclal abouL an organlzaLlon, whaL seLs lL aparL from oLher organlzaLlons, CompeLencles are Lhose Lhlngs Lhe company or organlzaLlon does well. Core compeLencles are Lhose Lhlngs LhaL are fundamenLal Lo Lhe organlzaLlon. WlLhouL Lhose core compeLencles Lhe organlzaLlon would noL be Lhe same organlzaLlon. Core compeLencles of organlzaLlon provlde Lhe organlzaLlon a compeLlLlve advanLage ln Lhe markeLplace. lor example, uell's efflclenL, [usL ln Llme manufacLurlng sysLem ls an core compeLency LhaL provldes uell a compeLlLlve advanLage ln Lhe markeLplace. Some deflne core compeLencles as "world class." 1haL deflnlLlon would mean many organlzaLlons have no core compeLencles. 1haL seems Lo llmlL Lhe usefulness of Lhe concepL. Some managemenL consulLanLs suggesL organlzaLlons focus excluslvely on Lhelr core compeLencles, and ouLsource oLher funcLlons Lo oLher organlzaLlons. l can'L say l agree wlLh LhaL - as a rule. CfLen an organlzaLlon ls beLLer off performlng funcLlons lnLernally raLher Lhan ouLsourclng Lhem even lf Lhe funcLlon ls noL a core compeLency Corporate |eve| strategy 1he corporaLlon's overall plan concernlng Lhe number of buslnesses Lhe corporaLlon holds, Lhe varleLy of markeLs or lndusLrles lL serves, Lhe dlsLrlbuLlon of resources among Lhose buslnesses Creat|v|ty 1he ablllLy Lo produce novel and useful ldeas Cu|tura| shock 1he reacLlon when exposed Lo oLher culLural (soclal sLrucLure, rellglon, language, and hlsLorlcal background) wlLh dlfferenL norms, cusLoms, and expecLaLlon Cu|tura| Symbo|s 1he acLs, evenLs or ob[ecLs LhaL communlcaLe organlzaLlonal values, used by managemenL Lo convey and susLaln shard meanlng among employees
D Damage contro| strategy A means a flrm uses Lo deal wlLh a sLakeholder group when lL decldes LhaL lL may have made mlsLakes and wanLs Lo lmprove lLs relaLlonshlp wlLh Lhe sLakeholders and Lo elevaLe lLs publlc lmage Data 8aw facLs, such as Lhe number of lLems sold or Lhe number of hours worked ln a deparLmenL Data base compuLer programs LhaL asslgn mulLlple characLerlsLlc Lo daLa and allow users Lo sorL Lhe daLa by characLerlsLlc Data m|n|ng Lhe process of deLermlne Lhe relevanL facLors ln Lhe accumulaLed daLa Lo exLracL Lhe daLa LhaL are lmporLanL Lo Lhe user Decentra||zat|on uelegaLlon of auLhorlLy and duLles ls usually referred Lo as decenLrallzaLlon ln whlch seL up Lhe organlzaLlon ls dlvlded dlfferenL secLlons and deparLmenLs ln order Lo help Lhe organlzaLlon grow sclenLlflcally and wlLh a purpose of dlrecLlon leadlng Lo harmony ln relaLlons and healLhy aLmosphere whlch generally ls absenL ln cenLrallzed sysLem of organlzaLlon Dec|s|on acceptance 1he aspecL of declslon maklng LhaL ls based on people's feellng's declslon accepLance happens when people who are affecLed by a declslon llke lL Dec|s|on mak|ng 1he process of ldenLlfylng problems and opporLunlLles and resolvlng Lhem. (b) 8efers Lo process of ldenLlfylng problems for declslon, devlslng alLernaLlve courses of acLlon, and chooslng one alLernaLlve. lL ls dlsLlngulshed from problem-solvlng by (a) requlremenL LhaL problems be soughL raLher Lhan glven, (b) alLernaLlve formulaLed raLher Lhan glven. SomeLlmes dlsLlngulshed from pollcy-maklng by (a) presence of sancLlons Lo compel compllance wlLh Lhe declslon and (b) lncludlng noL only pollcy-maklng ln governmenLal or pollLlcal organlzaLlons, buL all klnds of declslonal affalr Dec|s|on qua||ty 1he aspecL of declslon maklng LhaL ls based on such facLs as cosL, revenues, and producL deslgn speclflcaLlons Dec|s|on scope 1he effecL and Llme horlzon of Lhe declslon Decod|ng 1ranslaLlng Lhe symbollc verbal, wrlLLen or vlsual symbols lnLo an undlsLorLed, clear message Dec||ne stage erlod where many people face havlng Lo accepL reduced levels of power and responslblllLy, and musL learn Lo develop new roles as menLors or confldanLes for younger people Deferred prof|t-shar|ng p|an A plan ln whlch a cerLaln amounL of proflLs ls credlLed Lo each employee's accounL, payable aL reLlremenL, LermlnaLlon or deaLh. De[obb|ng 8roadenlng Lhe responslblllLles of Lhe company's [obs, and encouraglng employees noL Lo llmlL Lhemselves Lo whaL's on Lhelr [ob descrlpLlons De|egat|on 1he Lransfer of declslon maklng auLhorlLy from a manger Lo a subordlnaLe or a Leam aL a lower level ln Lhe organlzaLlon De|egat|on of power Lransfer of powers, orlglnally vesLed ln one branch of Lhe governmenL, Lo anoLher De|ph| techn|que A declslon-maklng Lechnlque ln whlch group members are presenLed wlLh a problem and compleLe an anonymous quesLlonnalre sollclLlng, soluLlon Lhe resulL are LabulaLed, summarlzed and reLurned Lo Lhe group members, and ln each ls asked agaln for soluLlons, Lhe process conLlnues unLll a consensus declslon ls reached Departmenta||zat|on 1he horlzonLal basls for organlzlng [obs lnLo unlLs ln an organlzaLlon Deve|opment phase A career developmenL sLeps ln whlch acLlons are deslgned Lo help Lhe employee grow and learn Lhe necessary skllls Lo move along Lhe deslred career paLh D|fferent|at|on strategy uellverlng producLs and servlces LhaL cusLomers percelve as unlque D|rect|on phase Lhe sLep ln career developmenL LhaL lnvolves deLermlnlng Lhe sLeps employees musL Lake Lo reach Lhelr career goals D|scr|m|nat|on 1he unfalr LreaLmenL of employees because of personal characLerlsLlcs LhaL are noL [ob relaLed D|sm|ssa| lnvolunLary LermlnaLlon of an employee's employmenL wlLh Lhe flrm. D|sparate treatment A form of dlscrlmlnaLlon LhaL occurs when an employer LreaLs employees dlfferenLly because of hls or her proLecLed class sLaLus D|vers|f|cat|on strategy A flrm's sLraLeglc plan Lo creaLe and mange a mlx of buslnesses owned by Lhe flrm D|vers|ty 1he wlde specLrum of lndlvldual and group dlfferences D|vest|ture 1he corporaLe process of selllng a buslness ln order Lo generaLe cash, whlch Lhe corporaLlon can beLLer deploy elsewhere, or Lo refocus on lLs core relaLed buslnesses, whlch are beLLer, undersLood by managemenL D|v|s|ona| approach a deparLmenLallzaLlon approach, someLlmes called Lhe producL approach, whlch organlzes employees lnLo unlLs based on common producLs, servlces, or markeLs D|v|s|on of |abor Lhe producLlon process ln whlch each worker repeaLs one sLep over and over, achlevlng greaLer, efflclencles ln Lhe use of Llme and knowledge, also Lhe formal asslgnmenL of auLhorlLy and responslblllLy Lo [ob holders Dom|nat|ng sty|e confllcL resoluLlon used when Lhe manager or Leam member acLs asserLlvely and forcefully and persuades Lhe oLher parLy Lo abandon hls or her ob[ecLlves Downs|z|ng A managemenL sLraLegy used Lo reduce Lhe scale and scope of a buslness Lo lmprove lLs flnanclal performance 1he process of reduclng, usually dramaLlcally, Lhe number of people employed by a flrm Downward Commun|cat|on sendlng a message or lnLeracLlon from a hlgh poslLlon ln Lhe organlzaLlon (ex. lnsLrucLlon from ManagemenL Lo hls/her subordlnaLe) Lo an lndlvldual or group lower ln Lhe hlerarchy Dysfunct|ona| conf||ct confllcL LhaL has a negaLlve effecL on Leam and organlzaLlonal performance 360 Degree feedback mulLllayer feedback from peers, supplles, oLher levels of managemenL, and lnLernal and exLernal cusLomers
L L-bus|ness 1he process of conducLlng buslness LransacLlon uslng onllne resources, also called e- commerce L-commerce Any buslness LransacLlon execuLed elecLronlcally by companles or consumers. (LlecLronlc mall) Lmot|ona| |nte|||gence Lhe aLLrlbuLes of self-awareness, lmpulse conLrol, perslsLence confldence, self-moLlvaLlon empaLhy, soclal defLness, LrusLworLhlness, adapLablllLy and a LalenL for collaboraLlon Lmp|r|ca| va||d|ty SLaLlsLlcal evldence LhaL Lhe selecLlon meLhod dlsLlngulshes beLween hlgher and lower performlng employees Lmpower|ng Lmp|oyee uLLlng employees ln charge of whaL Lo do Lmpowerment Lhe process of Lransferrlng conLrol of lndlvldual work behavlor from Lhe supervlsor Lo Lhe employee Lncounter stage Lhe sLage of soclallzaLlon aL whlch Lhe lndlvldual beglns Lo compare expecLaLlons abouL Lhe flrm's culLural wlLh reallLy Lntrepreneur an lndlvldual who creaLes an enLerprlse LhaL becomes a new enLry Lo a markeL Lntrepreneursh|p Lhe process of creaLlng a buslness enLerprlse capable of enLerlng new or esLabllshed markeLs by deploylng resources and people ln a unlque way Lo develop a new organlzaLlon Lnterpr|se resource p|ann|ng, (Lk) software a compuLer program LhaL comblnes all of a flrm's compuLerlzed funcLlons lnLo a slngle lnLegraLed sofLware program LhaL runs off a slngle daLabase, allowlng varlous deparLmenLs Lo easlly share lnformaLlon and communlcaLe wlLh each oLher Lnv|ronment Lhose lnsLrucLlons or forces ouLslde Lhe organlzaLlon LhaL poLenLlally affecL Lhe organlzaLlon performance Lqu|ty I|nanc|ng a means of obLalnlng flnanclal resources LhaL lnvolves Lhe sale of parL Lhe ownershlp of Lhe buslness Lo lnvesLors Lth|ca| o||cy statement flrm formal guldellnes LhaL provldes speclflc formula for employee's eLhlcal conducL Lth|ca| structure Lhe procedures and Lhe dlvlslon or deparLmenL wlLhln a company LhaL promoLes and advocaLes eLhlcal behavlor Lth|c tra|n|ng a means of provldlng employees and managers pracLlce ln handlng eLhlcal dllemmas LhaL Lhey are llkely Lo experlence Lthnocentr|sm A belleve LhaL may become prevalenL among ma[orlLy -group employees meanlng LhaL Lhey belleve LhaL Lhelr way of dolng, Lhlngs Lhelr values and Lhelr norms are lnherenLly superlor Lo Lhose of oLher groups and culLures Lva|uat|on Lhe organlzaLlon reexamlnaLlon of wheLher Lralnlng ls provldlng Lhe expecLed beneflLs and meeLlng Lhe ldenLlfled needs Lxecut|ve 8efers Lo one of Lhe Lhree baslc powers of Lhe sLaLe, assumed by parLs of classls pollLlcal sclence Lo engage ln lmplemenLlng Lhe wlll of Lhe leglslaLure. lL lncludes a pollLlcal apex, such as Lhe presldenL ln Lhe uSA and Lhe cablneL ln CreaL 8rlLaln and lndla and Lhe clvll servlce subordlnaLed Lo lL. Modern pollLlcal sclence recognlzed Lhe essenLlal pollcy-formlng funcLlons of boLh parLs of Lhe execuLlve whlch are consLanLly lncreaslng ln mosL conLemporary sLaLes Lx|t Interv|ew lnLervlews conducLed by Lhe employer lmmedlaLely prlor Lo Lhe employee leavlng Lhe flrm wlLh Lhe alm of beLLer undersLandlng whaL Lhe employee Lhlnks abouL Lhe company Lxpatr|ates non-clLlzen of Lhe counLry ln whlch Lhey are worklng Lxpert power power dellverlng from Lhe leader's unlque knowledge or skllls Lxpert system an advanced lnformaLlon LhaL uses human knowledge capLured ln a compuLer Lo solve problems LhaL normally requlre human experLlse Lxterna| |ocus of contro| causlng feellngs of helplessness and decreaslng lnLenslLy of goal-seeklng efforLs ln Lhe face of fallure
I Iace-to-face group A Lerm used ln soclal psychology, parLlcularly ln group dynamlcs. lL descrlbes a small group of people ln close enough physlcal proxlmlLy for each person ln Lhe group Lo lnLeracL dlrecLly wlLh each of Lhe oLhers Iac|||t|es Lhe deslgn and locaLlon of an operaLlon faclllLy Iac|||t|es |ayout Lhe grouplng and organlzaLlon of equlpmenL and employees Iac|||t|es |ayout des|gn Lhe physlcal arrangemenL for Lhe faclllLy LhaL wlll allow for efflclenL producLlon Iacts blLs of lnformaLlon LhaL can be ob[ecLlvely measured or descrlbed, such as Lhe reLall prlce of a new producL, Lhe cosL of raw maLerlal, Lhe defecL raLe of manufacLurlng process, or Lhe number of employees who qulL durlng a year Iear of fa||ure A fear LhaL ls aroused when someone feels pressured Lo achleve someLhlng. lL ls parLlcularly prevalenL ln people wlLh a hlgh need for achlevemenL Iear of success malnly used Lo descrlbe a moLlve ln some women Lo avold dolng, well and achlevlng success Ieedback lnformaLlon recelved back from Lhe recelver, whlch allows Lhe sender Lo clarlfy Lhe message lf lLs Lrue meanlng ln noL recelved.(b) Lhe degree Lo whlch carry ouL Lhe work acLlvlLles requlred by a [ob resulLs ln Lhe lndlvldual obLalnlng dlrecL and clear lnformaLlon abouL Lhe effecLlveness of hls/her performance I|e|d research an lmporLanL parL of markeL research, lL lnvolves Lhe collecLlon of daLa abouL producLs or adverLlslng from acLual or poLenLlal cusLomers, usually by means of lnLervlew or quesLlonnalre I|nanc|a| year Lhe Lwelve monLhs chosen by an organlzaLlon as lLs accounLlng perlod I|rewa|| a comblnaLlon of compuLer hardware and sofLware LhaL conLrols access Lo and Lransmlsslon of daLa and lnformaLlon conLalned ln a neLwork I|rst-||ne superv|sor 1he supervlsor responslble for Lhe managemenL of producLlon workers on Lhe shop floor. 1he Lerm refers Lo anyone aL Lhe level above charge hand and lL's mosL ofLen synonymous wlLh Lhe Lerm foreman I|at organ|zat|on an organlzaLlon wlLh relaLlvely few levels ln lLs hlerarchy I|ex|b|e t|me under flexlble worklng hours flexlble Llme refers Lo Lhose perlods durlng whlch an employee may choose wheLher Lo be aL work or noL, ln conLrasL Lo core Llme where aLLendance ls mandaLory I|ex|b|e work|ng hours a meLhod of organlzlng worklng hours whlch has no flxed sLarLlng or flnlshlng Llmes and whlch allows people some aLLlLude ln decldlng when Lhey wlll work I|ow chart a dlagram showlng all Lhe parLs of a sysLem or Lhe sLages ln a process and Lhe lnLerrelaLlonshlps beLween Lhem Iorma| Commun|cat|on communlcaLlon beLween people Lhrough Lhe offlclal channels of an organlzaLlon, followlng Lhe offlclal procedure Iorma| Group a group seL up by Lhe managemenL of an organlzaLlon wlLh a wrlLLen mandaLe and a well- deflned purpose Iorma||zat|on Lhe degree Lo whlch wrlLLen documenLaLlon ls used Lo dlrecL and conLrol employees Iorma| Crgan|zat|on 1he ouLward face of an organlzaLlon as exhlblLed ln lLs broucher, annual reporL rule, book organlzaLlon charL and so forLh. lL represenLs Lhe offlclal sLrucLure of Lhe organlzaLlon and Lhe way lL ls supposed Lo funcLlon Iorma| p|ann|ng a sysLem deslgned Lo dellberaLely ldenLlfy ob[ecLlves and Lo sLrucLure Lhe ma[or Lask of Lhe organlzaLlon Lo accompllsh Lhem Iorman a flrsL-llne supervlsor responslble for a group of workers on Lhe shop floor Iranch|s|ng A means of enLerlng new markeLs slmllar of llcenslng, malnly used by servlce companles, ln whlch Lhe franchlse pays a fee for uslng Lhe brand name and agrees Lo sLrlcLly follow Lhe sLandards and ablde by Lhe rules seL by Lhe franchlse Ir|nge benef|t a reward beyond Lhe baslc pay for Lhe [ob, examples can range from subsldlzed meals and Lravel Lo penslon, holldays and slckness beneflLs Iunct|ona| Ana|ys|s A sLraLeglc managemenL approach LhaL esLabllsh organlzaLlonal capablllLles for each of Lhe ma[or funcLlonal areas of Lhe buslness Iunct|ona| Author|ty Lhe auLhorlLy LhaL ls assoclaLed wlLh a parLlcular [ob ConfllcL LhaL sLlmulaLes Leam and organlzaLlonal performance Iunct|ona| Conf||ct Iunct|ona| organ|zat|on a form of organlzaLlonal sLrucLure ln whlch speclallsLs carry ouL Lhelr own parLlcular funcLlon ln an organlzaLlon (llke research and developmenL or quallLy conLrol) buL wlLhouL any auLhorlLy over people ln llne managemenL Iunct|ona| Structure A deparLmenLallzaLlon approach LhaL clusLers people wlLh slmllar skllls ln a deparLmenL
G Gantt charts a vlsual sequence of Lhe process sLeps used ln plannlng, schedullng, and monlLorlng producLlon Genera| Manager 1he manager responslble for Lhe whole range of admlnlsLraLlon ln an organlzaLlon and noL [usL a speclflc funcLlon G|oba| sh|ft a Lerm used Lo characLerlze Lhe effecLs of changes ln Lhe compeLlLlve landscape prompLed by worldwlde compeLlLlon Go|den nandcuffs A flnanclal lnducemenL Lo an employee Lo sLay, so favorable LhaL he or she would flnd lL dlfflculL Lo leave Lhe organlzaLlon Go|den nandshake a relaLlvely large sum of money glven ln Lhe forms of severance pay for a deparLure LhaL ls usually ahead of normal reLlremenL or Lhe end of a conLracL Go-S|ow A form of lndusLrlal acLlon, shorL of a sLrlke, where workers do noL wlLhdraw Lhelr labor buL slow down Lhe raLe aL whlch Lhe work ls done lnsLead, by meLlculously followlng Lhe rule book Grade refers Lo a Lerm whlch ls used ln publlc personnel admlnlsLraLlon Lo deslgnaLe a group of poslLlon classes, no maLLer how dlfferenLly Lhe work Lhey represenL, LhaL are compensaLed wlLhln Lhe same salary range Gr|evance procedure ln lndusLrlal relaLlons Lhls ls a serles of arrangemenL for seLLllng grlevances LhaL employees have agalnsL Lhelr employers, elLher dlrecLly or beLween Lhelr managemenL and Lrade unlon represenLaLlves Group A number of lndlvldual who are vlewed, or who vlew Lhemselves as a collecLlvlLy. (b) 1wo or more lndlvldual's lnLeracLlng and lnLerdependenL who have come Lo gaLher Lo achleve parLlcular ob[ecLlves Group dynam|cs ln soclal psychology Lhls Lerm refers Lo Lhe sLudy of Lhe way people behave ln a group, especlally a small face-Lo face group Group|ng ln sLaLlsLlc Lhls ls Lhe process of comblnlng lndlvldual scores lnLo caLegorles of puLLlng Lhem ln rank order Group M|nd a hypoLheLlcal enLlLy (see hypoLhesls) someLlmes glven mysLlcal quallLles whlch has been suggesLed as Lhe agency for crowds acLlng ln unlson Group Norm 8ehavlor expecLed of all Lhe members of a group, ln a work group Lhe PawLhorne sLudles dlscovered LhaL Lhls can mean an lndlvldual keeplng Lo Lhe same level of producLlvlLy as Lhe oLher group members Group rocess A Lerm used Lo descrlbe Lhe lnLeracLlons wlLhln a group and Lhe changes LhaL occur over Llme ln Lhe relaLlonshlps beLween lLs members Group se|ect|on methods 1echnlques of selecLlon whlch alm Lo assess Lhe ablllLy of lndlvlduals Lo work wlLh oLher people ln a group. 1hey usually lnvolve Lhe observaLlon of a group of candldaLes ln a dlscusslon or a problem solvlng slLuaLlon Group Structure 1he way ln whlch a group ls deslgned and organlzed. lL forms Lhe framework for Lhe group process and for Lhe performance of Lhe group's Lask Groupth|nk Ceorge Crwell's Lerm for Lhe LoLallLarlan lmposlLlon of auLhorlzed LhoughLs on all Lhe members of a socleLy. 1he Lerm has been lnLroduced lnLo soclal psychology by Lhe Amerlcan sclenLlsL lrvlng !anls, where lL ls someLlmes used Lo descrlbe Lhe way LhaL members of a very coheslve group can become so descrlbe Lhe way LhaL members of a very coheslve group can become so preoccupled wlLh malnLalnlng a group consensus of Lhough LhaL Lhelr crlLlcal faculLles become dulled Group tra|n|ng methods 1hese are Lralnlng Lechnlques whlch use Lhe properLles of a group Lo help lndlvldual members learn. 1he polnL of Lhe Lralnlng may be Lo have Lhe members learn from each oLher's experLlse ln Lackllng a parLlcular problem LogeLher, or Lhe polnL of Lhe group mlghL be Lhe group process lLself from whlch Lhe members would be encouraged Lo learn abouL Lhemselves and how Lhey are percelved by oLher, a well as abouL group behavlor ln general Group Work|ng an aLLempL Lo lncrease [ob saLlsfacLlon (as well as producLlvlLy) especlally among assembly- llne worker, by formlng lndlvldual lnLo a coherenL work group and allowlng Lhem more auLonomy over, and responslblllLy for Lhelr work Lhan Lhey would have as a serles of lndlvldual. 1hls process ofLen lnvolves [ob resLrucLurlng of lndlvldual [obs n nab|t A learned response Lo a glven slLuaLlon whlch occurs ln such a regular fashlon LhaL lL appears Lo be vlrLually auLomaLlc. 1hus lL may aL Llmes be mlsLaken for lnnaLe behavlor and consldered an lnsLlncL nack|ng Lhe unauLhorlzed breaklng-ln-Lo Lhe daLa base of a compuLer na|| 1est ln markeL research Lhls ls Lhe Lechnlque of asklng people Lhelr oplnlons of Lhe adverLlng, packaglng and presenLaLlon of a producL nandbook A book of lnsLrucLlons on how Lo operaLe some machlne or procedure. ln a more academlc sense lL ls used of a survey of a parLlcular fleld LhaL ls lnLended Lo be auLhorlLaLlve and comprehenslve nard copy a copy on paper, ofLen ln Lhe form of prlnL-ouL of daLa sLored elecLronlcally ln a compuLer or word processor nard currency a naLlonal currency used ln lnLernaLlonal Lrade because lL has a sLable or rlslng exchange raLe and ls generally accepLed as belng easlly converLlble, e.g Amerlcan dollar or AfghanlsLan Afghanl nard se|| a colloqulal Lerm for Lhe aggresslve adverLlslng, markeLlng, promoLlon and selllng of a producL nardware Lhe physlcal componenLs of elecLronlc and mechanlcal equlpmenL LhaL make up a compuLer, e.g. Lhe dlsk drlves, keyboard, prlnLer, screen, eLc nawthorne effect 1he flndlng LhaL paylng speclal aLLenLlon Lo employees moLlvaLes Lhem Lo puL greaLer efforL lnLo Lhelr [obs (from Lhe PawLhorne managemenL sLudles, performed from 1924 Lhrough 1932 aL wesLern elecLrlc company's planL near Chlcago). nea|th and safety at work an area of work sub[ecL Lo a greaL deal of deLalled leglslaLlon ln mosL lndusLrlallzed counLrles because of Lhe lmporLance of labor Lo producLlvlLy neavy Industry Lerm applled Lo LradlLlonal lndusLrles llke sLeelmaklng, coalmlnlng and shlpbulldlng whlch were Lhe basls of wesLern lndusLrlallzaLlon ln Lhe nlneLeenLh cenLury and have always requlred heavy physlcal labor nedon|sm ln psychology Lhls refers Lo Lhe ldea LhaL all of our behavlor sLems from Lhe moLlvaLlon Lo pursue pleasure and avold paln, ln phllosophy Lhe docLrlne LhaL lL ls our eLhlcal duLy Lo do so neur|st|c an ldea or meLhod of Leachlng LhaL sLlmulaLes furLher Lhlnklng and dlscovery n|dden Agenda 1hlng whlch are noL llsLed on Lhe formal agenda of a meeLlng buL whlch lnfluence Lhe meeLlng noneLheless. 1here may be unspoken-or even unconsclous- aLLlLudes LhaL lndlvldual hold on Lhe sub[ecLs under dlscusslon or Lhey may form a qulLe consclous aLLempL aL manlpulaLlng Lhe meeLlng on behalf of Lhe hldden agenda of an lndlvldual or group lnLeresL n|erarch|ca| task ana|ys|s a form of Lask analysls used ln assesslng Lralnlng needs whlch descrlbe a Lask ln Lerms of a hlerarchy of Lhe operaLlon necessary for lLs performance n|erarchy Any organlzaLlon sLrucLure conLalnlng dlfferenL levels of auLhorlLy and ofLen responslblllLy. (2) Any arrangemenL of Lhlngs ln succeedlng levels each one lncludes all precedlng levels n|erarchy of Needs a Lheory of moLlvaLlon proposed by Lhe Amerlcan psychologlsL A88APAM MASLCW ln Lhe 1940s. Pe suggesLed Lhere were flve dlsLlncL levels of human need arranged ln a hlerarchy, sLarLlng wlLh Lhe baslc physlologlcal needs for food and shelLer. As one level of need ls saLlsfled anoLher ls reached n|stogram ln sLaLlsLlcs Lhls ls a form of 8ar CharL on whlch a frequency dlsLrlbuLlon can be represenLed graphlcally nor|zonta| commun|cat|on CommunlcaLlon beLween people aL Lhe same level of Lhe hlerarchy ln an organlzaLlon. Compare wlLh downward communlcaLlon and upward communlcaLlon. 2. CommunlcaLlon beLween a sender and a recelver aL a slmllar level ln Lhe organlzaLlon nor|zonta| d|mens|on Lhe organlzaLlonal sLrucLure elemenL LhaL ls Lhe basls for dlvldlng work lnLo speclflc [obs and Lasks and asslgnlng [obs lnLo unlLs such as deparLmenL or Leams numan asset account|ng an aLLempL Lo measure Lhe value Lo an organlzaLlon of lLs human resources by LreaLlng Lhem as asseLs as well as cosLs Lo Lhe organlzaLlon and assesslng, for example 8ecrulLmenL and 1ralnlng pollces and fundlng ln Lhls llghL numan Cap|ta| Lhe parL of an organlzaLlon's caplLal represenLed by Lhe ablllLy, experlence and skllls of lLs work-force numan Commun|cat|on 1he process of communlcaLlon beLween people. A relaLlvely new fleld of sLudy lnvolvlng conLrlbuLlons from compuLer sclence, llngulsLlc loglc, psychology and soclal sclence numan ke|at|on approach A managemenL approach LhaL vlews Lhe relaLlonshlps beLween employees and supervlsors as Lhe mosL sallenL aspecL of managemenL numan kesources All Lhe people who work for an organlzaLlon ln a capaclLy numan kesource Management 1he responslblllLy of maklng Lhe besL use of an organlzaLlon's employees. Cne of Lhe ma[or funcLlons of personnel managemenL numan kesource tact|cs Lhe lmplemenLaLlon of human resources programs Lo achleve Lhe flrm's vlslon numan sk|||s 1he ablllLy Lo work wlLh, undersLand and moLlvaLe oLher people, boLh lndlvldually and ln group
I Ident|f|cat|on ln general Lerms recognlzlng Lhe ldenLlLy or naLure of someone or someLhlng. ln sychoanalysls lL refers Lo Lhe phenomenon of emulaLlng Lhe behavlor of a person wlLh whom one has a powerful emoLlonal bond Ident|ty Pavlng essenLlally unchanglng characLerlsLlc. 1he basls unlL of a personallLy, especlally Lhe self-lmage Imp|ementat|on gu|de||nes 1he plannlng sLep LhaL show how Lhe lnLended acLlons wlll be carrled ouL Incent|ve ln psychology Lhls ls Lhe basls of moLlvaLlon and can refer Lo any klnd of reward or lnducemenL, ln an organlzaLlon, especlally a buslness organlzaLlon Lhe Lerm ls mosL ofLen applled Lo flnanclal rewards, alLhough promoLlon and enhanced sLaLus may also be used Increment ln personnel managemenL Lhls ls a regular and usually auLomaLlc, lncrease ln a scale of pay.2. ln ergonomlcs lL may refer Lo an lncrease ln a sLlmulus from Lhe envlronmenL of a sLandard amounL Ind|v|dua||sm Lhe degree Lo whlch a socleLy values personal goal, auLonomy and prlvacy over group loyalLy, commlLmenL Lo group norms, lnvolvemenL ln collecLlve acLlvlLles, soclal coheslveness an lnLense soclallzaLlon, eLhlcal declslons based on lndlvlduallsm promoLe lndlvldual self- lnLeresL as long as lL does noL harm oLhers Induct|on 1he process of lnLroduclng new members lnLo an organlzaLlon. 1he alms of lnducLlon are Lo provlde Lhem wlLh an overvlew of Lhe whole organlzaLlon and Lhelr place ln lL, and Lo glve Lhem a LasLe of Lhe organlzaLlonal culLural and Lhe naLure of Lhe psychologlcal conLracL Lhey wlll be maklng Industr|a| act|on Any form of collecLlve acLlon Laken by Lhe employees of an organlzaLlon-usually organlzed by a Lrade unlon-mosL ofLen Lo do wlLh pay or condlLlons of employmenL. AcLlon Laken may lnclude a go-slow sLrlke or work Lo rule Industr|a| re|at|ons 1hls Lerm ls now used Lo descrlbe Lhe web of relaLlonshlps LhaL exlsLs beLween employees or Lhelr Lrade unlCn represenLaLlves, ManagemenL, and governmenL. lLs usage ls Lherefore much broader Lhan lLs orlglnal lndusLrlal or manufacLurlng conLexL and exLends Lo lssues and procedure concernlng employmenL ln any work envlronmenL Industr|a| 1ra|n|ng ln personnel managemenL Lhls Lerm usually refers Lo Lhe Lralnlng of new workers ln a parLlcular lndusLry or secLor of Lhe economy aL all levels of ablllLy and skllls Infer|or|ty Comp|ex accordlng Lo Lhe vlennese sychoanalysL, Alfred Adler, Lhls ls an unconsclous condlLlon where an lndlvldual feels lnadequaLe and resenLful, ofLen because of some physlcal feaLure regarded as a defecL Informa| Group unllke a formal group an lnformal group ls noL seL up by managemenL of an organlzaLlon buL arlses sponLaneously ln Lhe workforce Informat|on daLa LhaL have been gaLhered and converLed lnLo a meanlngful conLexL Informat|on Commun|cat|on communlcaLlon beLween people Lhrough Lhe grapevlne of an organlzaLlon Informat|on management Lhls ls concerned wlLh applylng lnformaLlon Lechnology Lo Lhe flow of lnformaLlon ln an organlzaLlon wlLh Lhe lnLenLlon of orderlng lL ln Lhe besL way Lo achleve organlzaLlonal goals Informat|on process|ng A key Lerm ln Lhe sLudy of cognlLlon whlch ls used Lo denoLe whaL happens menLally beLween sLlmulaLes and Lhe response Lo, lL lncludlng ercepLlon. Memory, Lhlnklng declslon-maklng and problem-solvlng Informat|on r|chness Lhe poLenLlal lnformaLlon carrylng capaclLy of daLa Informat|on 1echno|ogy A relaLlvely new fleld LhaL comblnes Lhe Lechnology of Lhe compuLer wlLh LhaL of communlcaLlon. lL ls concerned wlLh Lhe gaLherlng, recordlng, sLorage, processlng and dlssemlnaLlon of lnformaLlon and represenLs Lhe laLesL form of Man-Machlne lnLerface eLc Infrastructure Lhe neLwork of essenLlal servlces supporLlng a modern socleLy LhaL has undergone Lhe process of lndusLrlallzaLlon Innovat|on 1he developmenL of someLhlng new. lL ls mosL ofLen applled Lo Lhe lnLroducLlon of new goods and servlces Lo Lhe markeL, parLlcularly Lhose lncorporaLlng some advance ln Lechnology Input-output ana|ys|s Lhls ls a seL of sLaLlsLlcs used ln a general sense ln economlcs and more speclflcally ln markeLlng and markeL research, ln whlch paLLerns of buylng and selllng beLween lndusLrles or secLor of an economy are analyzed Lo sLudy changes ln Lhelr Lradlng relaLlonshlp over a glven perlod of Llme In-serv|ce tra|n|ng Lhe Lralnlng of sLaff by Lhe organlzaLlon Lhey work for ln order Lo enhance Lhelr value Lo Lhe organlzaLlon Inst|tut|on ln soclal sclence Lhls Lerm refers Lo a soclal, culLural economlc or pollLlcal arrangemenL LhaL may be of greaLer or lesser lmporLanL Lo people's llves- llke Lhe famlly or Lhe monarchy- buL whlch usually endures over Llme and reflecLs some baslc values of Lhe socleLy Integrat|on 1he process of organlzaLlon dlfferenL parLs lnLo a whole of a hlgher order. lL ls used wldely ln sclence, from Lhe organlzaLlon of nervous lmpulses necessary for any klnd of behavlor up Lo Lhe organlzaLlon of a whole socleLy Inte|||gence AlLhough Lhls concepL has been dlscussed ln psychology slnce Lhe 1870s Lhere ls no unlversally accepLed agreemenL on whaL lnLelllgence ls. MosL psychologlsLs would probably agree LhaL heredlLy seLs llmlLs of a person's lnLelllgence and mosL would also agree LhaL Lhe ablllLy Lo Lhlnk ln one form or anoLher (handllng absLracL ldeas, adapLlng Lo new slLuaLlons, percelvlng complex relaLlonshlps) ls Lo slgn of hlgh lnLelllgence-whlch may noL geL us very far buL never prevenLed psychologlsLs from deslgnlng new lnLelllgenL LesLs Interact|ng Group Lyplcal group ln whlch members lnLeracL wlLh each oLher face Lo face Internat|ona| Adm|n|strat|on refers Lo Lhe arL and sclences of managemenL as applled Lo Lhe operaLlons of an lnLernaLlonal organlzaLlon especlally a publlc lnLernaLlonal organlzaLlon employlng lnLernaLlonal clvll servanLs Internat|ona| C|v|| Serv|ce Lhe Lerm used for employees of lnLernaLlonal organlzaLlons who are appolnLed by Lhe secreLary general of Lhe un and who, ln Lhe words of Lhe un charLer, shall noL seek or recelve lnsLrucLlons from any governmenL and shall refralns from any acLlon whlch mlghL reflecL on Lhelr poslLlon as lnLernaLlonal offlclals responslble only Lo Lhe organlzaLlon Interpersona| conf||ct Lhe general Lerm for any klnd of confllcL beLween lndlvldual Interpersona| contact Lhe general Lerm for any klnd of relaLlonshlps or forms of communlcaLlon beLween lndlvlduals Interpersona| sk|||s deve|opment A group Lralnlng meLhods whlch emphaslzes Lhe skllls lnvolved ln communlcaLlon wlLh oLher people ln llsLenlng Lo Lhelr replles. 1hese skllls are obvlously lmporLanL LhroughouL Lhe llfe of an organlzaLlon buL are perhaps mosL vlslble (on Lhe boLh sldes of Lhe Lable) ln an lnLervlew, especlally a performance appralsal lnLervlew Interv|ew ln essence an lnLervlew ls a form of conversaLlon, beLween one lnLervlewee and one more lnLervlewers, whlch ls sLrucLured Lo a greaLer or lesser exLenL. lL ls probably Lhe mosL wldely-used meLhod for Lhe assessmenL of a person's ablllLy. lL ls also Lhe mosL sub[ecLlve meLhod and one whlch ls exLremely dlfflculL for Lhe lnLervlewer Lo do well I Lhe lnLelllgence CuoLlenL, a sore obLalned from an lnLelllgence LesL by dlvldlng Lhe menLal age (MA) obLalned on Lhe LesL by Lhe acLual or chronologlcal age(CA) and mulLlplylng by 100, l.e. lC=Ma 100 an lC score by lLself ls meanlngless. lL doesn'L lnLelllgence Lhe way a Lape measure helghL, for lnsLance. lL ls only measure of comparlson beLween all Lhe people who have Laken LhaL parLlcular LesL, wlLh Lhe average score belng arblLrarlly aL around 100
I Iob A plece of work or an order for a plece of work Lo be done. 1he Lerm ls also used more wldely Lo descrlbe one's llvellhood. A [ob ls Lherefore a unlL of work large enough Lo be Lhe basls of an occupaLlon Iob ana|ys|s 1he process of obLalnlng lnformaLlon abouL [obs, lncludlng Lhe Lask Lo be done on Lhe [obs as well as Lhe personal characLerlsLlcs necessary Lo do Lhe Lask Iob demand Lhe requlremenL of a [ob has and Lherefore whaL wlll expecLed of Lhe person who perform lL Iob Descr|pt|on a wrlLLen summary of Lask requlremenLs for a parLlcular [ob Iob Des|gn Lhe process of relaLlng all Lhe Lasks Lo be performed wlLhln Lhe organlzaLlon Iob Ln|argement expandlng Lhe conLenL of a [ob Lo lnclude responslblllLles LhaL wlll usually requlre Lralnlng and Lhe acqulslLlon new skllls Iob eva|uat|on assessmenL of Lhe relaLlve worLh of [ob Lo a flrm Iob sat|sfact|on a pleasurable feellng LhaL resulLs from Lhe percepLlon LhaL a [ob fulfllls or allows for Lhe fulflllmenL of lLs holder's lmporLanL [ob values Iob Spec|f|cat|on a wrlLLen summary of worker requlremenLs for a parLlcular [ob Iob 1|t|e Lhe offlclal name an organlzaLlon glves Lo Lhe occupanL of a parLlcular [ob, sales Manager, P8 Manager Iun|or Management Lhe Lerm applled Lo managers who are relaLlvely low ln Lhe hlerarchy of an organlzaLlon because Lhey are [unlor ln age and or/ level of responslblllLy and auLhorlLy Iust|f|cat|on Lhe procedure used by a word processor Lo llne up Lhe rlghL hand margln of a page so LhaL all Lhe llnes of scrlpL are of equal lengLh
k key [obs [obs LhaL are characLerlzed by sLable Lasks and sLable [ob speclflcaLlons, also known as benchmark [obs know|edge a blend of lnformaLlon experlence and lnslghLs LhaL provldes a framework LhaL can be LhoughLfully applled when assesslng new lnformaLlon or evaluaLlng relevanL slLuaLlons know|edge cap|ta| Lhe value of Lhe knowledge possessed by people aL all levels of an organlzaLlon know|edge Lng|neer|ng a Lerm someLlmes used of a group of Lechnlques, based on Lheorles of arLlflclal lnLelllgence, whlch ls concerned wlLh Lhe deslgn of lnLelllgenL knowledge - based sysLems know|edge Management Lhe process of creaLlng an lncluslve, comprehenslve, easlly accesslble organlzaLlonal memory, whlch ls ofLen called Lhe organlzaLlon's lnLellecLual caplLal
L Labor Market a geographlcal area wlLhln whlch Lhe force of supply (people looklng for work) lnLeracL wlLh Lhe forces of demand (employers looklng for people) and Lhereby deLermlne Lhe prlce of labor Labor turnover Lhe percenLage of Lhe LoLal labor force of an organlzaLlon leavlng lLs employmenL and belng replaced over a glven perlod of Llme, usually a year Leadersh|p a wldely- applled Lerm LhaL usually refers Lo Lhe personallLy characLerlsLlc and Lhe behavlor of people wlLh auLhorlLy and lnfluence and responslblllLy for leadlng group Leadersh|p sty|e Lhls Lerm usually refers Lo Lhe adopLlon of an auLhorlLarlan managemenL or a dependlng on whlch sLyle ls more comforLable Lo hls or her personallLy Lead t|me 1he Llme Laken Lo compleLe a cycle of acLlvlLy. 1he Lerm ls usually used ln reference Lo Lhe producLlon process, from Lhe lnlLlal ldea Lo Lhe flnlshed producL, alLhough lL can also refer Lo Lhe Llme-lag ln supplylng an order Learn|ng theory ln psychology Lhls refers Lo Lhe sysLemaLlc aLLempL Lo explaln Lhe process of learnlng Leg|t|macy a Lerm someLlmes used of Lhe leadershlp of a group or organlzaLlon when lL ls fully accepLed by Lhe members Len|ency Lhe Lendency Lo raLe every employee hlgh or excellenL on all crlLerla L|cens|ng a means of enLerlng new markeLs, prlmarlly used by manufacLurlng flrms, by Lransferrlng Lhe rlghL Lo produce and sell producLs overseas Lo a forelgn flrm. ln reLurn, Lhe llcenslng recelves a negoLlaLed fee, normally ln Lhe form of a royalLy L|ne and staff concept A Lerm used ln organlzaLlon Lheory Lo denoLe Lhe dlfferenL funcLlons performed ln an organlzaLlon by managers who are dlrecLly goals (llne) and Lhose who perform supporLlve funcLlons llke markeLlng or personnel (sLaff). L|ne Author|ty Lhe conLrol by a manager of Lhe work of subordlnaLes by hlrlng, dlscharglng, evaluaLlng and rewardlng Lhem L|ne Management Lhe Lerm used Lo descrlbe managers who are responslble for an organlzaLlon carrylng ouL lLs baslc funcLlon, e.g. markeLlng producLlon eLc Locus of Contro| a dlmenslon of personallLy ln whlch people who have an lnLernal locus feel Lhey have conLrol over whaL happens Lo Lhem, and people wlLh an exLernal locus Lend Lo aLLrlbuLe Lhelr experlences Lo ouLslde forces or oLher people Log|st|c A Lerm LhaL was orlglnally used ln Lhe mlllLary sphere Lo descrlbe Lhe organlzlng and movlng of Lroops and equlpmenL. lL ls now ofLen applled Lo any deLalled plannlng process ln an organlzaLlon whlch enLalls Lhe dlsLrlbuLlon or redlsLrlbuLlon of resources
M Make-buy-ana|ys|s an operaLlon managemenL Lool used Lo help make Lhe declslon as Lo wheLher Lo producL n lLem or Lo purchase lL Management maklng Lhe mosL effecLlve use of avallable resources, wheLher ln Lhe form of machlne, money or people, (2) Lhe people responslble for Lhe managemenL of an organlzaLlon, l.e. for Lhe dlrecLlng, plannlng and runnlng of lLs operaLlons, for Lhe lmplemenLaLlon of lLs pollcles and Lhe aLLalnmenL of lLs ob[ecLlves Management account|ng Lhe preparaLlon of accounLlng lnformaLlon for use by managers of an organlzaLlon ln budgeLlng, declslon maklng, plannlng and formulaLlng pollcy Management by ob[ect|ve (M8C): a performance appralsal sLraLegy ln whlch employees and supervlsors agree on a seL of goals Lo be accompllshed for a parLlcular perlod, performance ls Lhen assessed aL Lhe end of Lhe perlod by comparlng acLual achlevemenL agalnsL Lhe agreed -on-goals Management change Lhe ongolng managerlal process of enhanclng Lhe ablllLy of an organlzaLlon Lo anLlclpaLe and respond Lo developmenLs ln lLs exLernal and lnLernal levels Lo cope wlLh Lhe changes Management consu|tant someone who offers a consulLancy, servlce ln any area of ManagemenL or Lhe runnlng of an organlzaLlon Management Deve|opment 1he process of ldenLlfylng, Lralnlng and generally equlpplng relaLlvely [unlor Managers wlLh Lhe experlence or sklll necessary for senlor managemenL, poslLlons wlLh an organlzaLlon ln Lhe fuLure. lL ls a process LhaL ldeally, should be an lnLegral parL of a coherenL personnel pollcy golng from lnlLlal recrulLmenL Lo ulLlmaLe reLlremenL Management |nformat|on system(MIS) an lnformaLlon sysLem LhaL provldes lnformaLlon Lo managers Lo use ln maklng declslons(b) a cenLrallzed and usually compuLerlzed, lnformaLlon sysLem for use by Lhe managers of an organlzaLlon ln declslon maklng Management serv|ce Lhe appllcaLlon of sclenLlflc meLhods, and parLlcularly quanLlLaLlve MeLhodology Lo Lhe pracLlce of sclence perspecLlve Lo Lhe sLudy of managemenL Management sty|e 1he general approach a manager has Lo deallng wlLh oLher people aL work, and ln parLlcular Lhe exerclslng of hls or her auLhorlLy wlLh subordlnaLes. 1hls sLyle ls ofLen characLerlzed as Lendlng Lowards auLhorlLarlan managemenL or democraLlc managemenL, dependlng on Lhe personallLy of Lhe lndlvldual manager, buL people can also have somewhaL dlfferenL approach when faced wlLh dlfferenL slLuaLlons Management tra|n|ng Any form of Lralnlng ln Lhe pracLlces and Lechnlques of managemenL. Cne lmporLanL form of managemenL Lralnlng ls Lo have mangers sLudy case hlsLorles of real-llfe lssues ln organlzaLlons and work on soluLlons Lo problems, anoLher ls Lo play buslness games deslgned Lo deal wlLh parLlcular aspecLs of managemenL. 1he Lerm ls ofLen used lnLerchangeably wlLh managemenL educaLlon, Lhough Lhe emphasls of managemenL Lralnlng ls generally more focused and less formal or academlc Manger anyone lnvolved ln Lhe admlnlsLraLlon of an organlzaLlon wlLh Lhe auLhorlLy Lo use organlzaLlonal resources, wheLher money, labor, or equlpmenL, ln furLherance of Lhe organlzaLlon's ob[ecLlves Manager gr|d a Lechnlques used ln managemenL developmenL LhaL was devlsed by Lwo Amerlcan organlzaLlon psychologlsLs, 8oberL 8lake and !ane MouLon, bulldlng on prevlous conLrlbuLlons Lo Lhe sLudy of Puman 8elaLlons by psychologlsLs llke A8C8lS, LLWln, and LlkL81. 1he Lechnlque conslsLs of scorlng managers on Lwo dlmenslons aL rlghL angles Lo each oLher Lo form a grld. 1he dlmenslon ls concern for producLlon (or Lhe Lask ln hand) and concern for people. Lach lndlvldual's scores are Lhen ploLLed on Lhls grld Lo see how much of each concern by express Manager|a| psycho|ogy Lhe sysLemaLlc sLudy of Lhe role of Lhe Manager ln an organlzaLlon and ln parLlcular Lhe relaLlonshlps beLween supervlsor and supervlsors, Lhls area of sLudy ls a parL of lndusLrlal parL of lndusLrlal psychology Manag|ng d|vers|ty esLabllshlng a heLerogeneous workforce (lncludlng whlLe men) Lo perform Lo lLs poLenLlal ln an equlLable work envlronmenL where no members or group of members en[oys an advanLage or suffers a dlsadvanLage Manpower ana|ys|s An analysls of Lhe employee ln an organlzaLlon LhaL aLLempLs Lo ldenLlfy paLLern and Lrends ln Lhelr employmenL. lL wlll examlne, for lnsLance, Lhe dlsLrlbuLlon of employees by age, sex, sklll, [ob LlLle and lengLh of servlce. lL ls Lhe sLage of sysLemaLlc manpower plannlng Manpower p|ann|ng Lhe process of forecasLlng boLh Lhe numbers and Lhe klnds of employees LhaL an organlzaLlon wlll requlre over a glven perlod of Llme and Laklng sLeps Lo ensure Lhelr supply, ldeally Lhls should be an lnLegral parL of an organlzaLlon's personnel pollcy from recrulLmenL Lo reLlremenL, lncludlng selecLlon, promoLlon, and Lralnlng Manua| sk||| a sklll LhaL requlres physlcal raLher Lhan menLal ablllLy Manua| worker someone employed on Lhe shop floor of an organlzaLlon dolng physlcal raLher Lhan menLal work, wheLher Lhe work ls skllled or unskllled Market A slLuaLlon where buyers and sellers are ln communlcaLlon wlLh each oLher. 1hls may Lake several forms, e.g ln person (as ln a caLLle aucLlon) or elecLronlcally (as ln Lhe sLock exchange) or Lhrough Lhe mass medla as ln newspaper adverLlslng columns Market|ng Lhe serles of process by whlch demand for goods and servlces ln ldenLlfled, supplled anLlclpaLed or manlpulaLed, lL relles heavlly of such funcLlons as adverLlslng and markeL research Market|ng concept a phllosophy of markeLlng LhaL emphaslzes Lhe supreme lmporLanL of Lhe cusLom, fundamenLal Lo Lhls phllosophy ls an undersLandlng of whaL Lhe cusLomer wanLs ln any glven markeL, and Lhls ls usually ascerLalned by Lhe exLenslve markeL research Market|ng env|ronment Lhe seL of exLernal facLors LhaL affecL Lhe markeL ln whlch an organlzaLlon operaLes l.e culLural, economlc, legal, pollLlcal, geographlcal eLc Market|ng M|x 1he comblnaLlon of dlfferenL aspecLs of an organlzaLlon's sLraLegy for markeLlng a producL, e.g adverLlslng, markeL research, producLlon and publlc relaLlons. 1he guldellnes for Lhe mosL approprlaLe mlx are someLlmes expressed as Lhe four s- producL, prlce Market |eader 1he organlzaLlon wlLh largesL share ln a glven markeL. prlce (markeL), poslLlon and place. Market penetrat|on Lhe amounL of demand ln a glven markeL LhaL ls supplled by a parLlcular organlzaLlon Market kesearch 8esearch carrled ouL ln Lhe course of markeLlng, elLher by an organlzaLlon lLself or by speclallsLs from an exLernal consulLancy, Lo deLermlne Lhe llkely MarkeL for a producL or Lhe effecLs of pasL or prospecLlve adverLlng on consumers. uependlng on Lhe klnd of lnformaLlon requlred, Lhe research may use elLher quanLlLaLlve meLhodology wlLh survey research on large numbers people or quallLaLlve meLhodology wlLh large lnLervlews of lndlvlduals and famllles and group lnLervlews of 3-10 people ln a face- face group Market segmentat|on 1he analysls of buyers or poLenLlal buyers ln a glven markeL along varlous dlmenslons. 1hese usually lnclude demographlc llke age sex and soclo-economlc sLaLus, buylng paLLerns wlLh respecL Lo prlce and quallLy, and personallLy facLors llke conservaLlsm-radlcallsm, need for achlevemenL or need for afflllaLlon Lhe ob[ecLlve ls Lo dlvlde markeL lnLo segmenLs comprlslng slmllar klnds, of people so LhaL markeLlng efforLs can be LargeLed more preclsely, and Lhe mosL effecLlve approach used wlLh each segmenL Market share Lhe amounL of LoLal demand ln a markeL whlch a parLlcular organlzaLlon supplles over a glven perlod of Llme Market va|ue Lhe currenL prlce LhaL a parLlcular lLem would feLch ln Lhe markeL Mas|ow's h|erarch of needs Lhe Lheory LhaL people Lend Lo saLlsfy Lhelr needs ln a speclfled order, from Lhe mosL Lo Lhe leasL baslc Mass Med|a forms of communlcaLlon LhaL reach a large-usually naLlon-wlde-audlence, l.e., radlo, Lelevlslon and newspapers Mass roduct|on 1he producLlon of ldenLlcal lLems on a very large scale. lL requlres Lhe process of auLomaLlon, dlvlslon of labor [ob slmpllflcaLlon, speclallzaLlon and sLandardlzaLlon. ln Lhe LwenLleLh cenLury Lhe proLoLype for mass producLlon was Lhe assembly llne developed ln Lhe car manufacLured lndusLry by PLn8? lC8u Master of 8us|ness Adm|n|strat|on 1he academlc quallflcaLlon ln ManagemenL LducaLlon whlch ls generally accepLed ln Lhe unlLed SLaLes as a prerequlslLe for a professlonal career as a manager. 1he quallflcaLlon ls also becomlng lncreaslngly soughed afLer ln Lhe unlLed klngdom-buL noL ln oLher lndusLrlallzed counLrles llke Cermany and !apan whlch have alLernaLlve rouLes lnLo ManagemenL Matr|x organ|zat|on A flexlble form of organlzaLlon sLrucLure ofLen used ln slLuaLlon whlch requlres a mlx of people wlLh dlfferenL skllls and experlence Lo be focused on a parLlcular Lask, or an unusual pro[ecL LhaL crosses exlsLlng deparLmenLal boundarles ln an organlzaLlon. 1he people lnvolved ln Lhls klnd of Lask force wlll conLlnue Lo reporL offlclally Lo llne ManagemenL, buL ln Lhelr day-Lo-day work Lhey wlll be responslble Lo Lhe pro[ecL leader MDW See Measured uay Work Mean ln sLaLlsLlc Lhls ls Lhe mosL commonly used measure of cenLral Lendency. lL ls Lhe arlLhmeLlc average, found by summlng Lhe values of a serles of numbers and dlvldlng Lhls by Lhe LoLal number ln Lhe serles Measured Day work a managemenL procedure where a dally producLlon LargeL ls deflned for all Lhe workers on Lhe shop floor, whose pay ls Lhen made up of a flxed regular amounL of each day LhaL Lhe LargeL ls meL-as opposed Lo paymenL-by-resulL Measure of centra| tendency one of Lhree sLaLlsLlcal whlch can each be used as a cenLral value Lo descrlbe a serles of numbers Lhe mean Lhe medlan and Lhe mode Med|an ln sLaLlsLlc Lhls ls a measure of cenLral Lendency whlch dlvldes a group of scores ln half, wlLh half Lhe scores falllng above Lhe medlan score and half below Med|at|on a process by whlch a neuLral Lhlrd parLy aLLempLs Lo help Lhe parLles ln a dlspuLe reaches a seLLlemenL of Lhe lssues LhaL dlvlde Lhem Merger an amalgamaLlon of Lwo or more organlzaLlon lnLo a slngle new organlzaLlon by muLual agreemenL-as opposed Lo a Lake-over Mer|t rat|ng A form of reward for members of an organlzaLlon based on an assessmenL of Lhelr worLh beyond Lhe normally expecLed performance of Lhelr [ob, on Lhe grounds LhaL dlfferenL people dolng Lhe same [ob can have a dlfferenL value Lo Lhe organlzaLlon. 1he klnd of facLor usually Laken lnLo accounL are absenLeelsm, apLlLude, aLLlLude Lowards managemenL, lengLh of servlce, puncLuallLy eLc Mer|t pay system pay sysLems mosL commonly applled Lo exempL employees under whlch employees recelve permanenL lncreases, Lled Lo levels of [ob performance, ln Lhelr base pay M|dd|e Management A manager whose poslLlon ln Lhe hlerarchy of an organlzaLlon ls hlgher Lhan [unlor managemenL and lower Lhan senlor managemenL ls parL of mlddle managemenL, and Lhls accounLs for mosL managers ln mosL organlzaLlons. Mlddle managers are Lyplcally ln charge of Lhe consLlLuenL unlLs LhaL make up an organlzaLlon, responslble for Lhe work of oLher people buL wlLh llLLle or no say ln Lhe maklng of pollcy or Lhe Laklng of organlzaLlon-wlde declslons M|dd|eman an lndlvldual or an organlzaLlon acLlng as a llnk beLween oLhers, especlally beLween producers and consumers or reLaller, e.g a furnlLure wholesaler or llLerary agenL Mon|tor|ng observlng envlronmenLal changes on a conLlnuous basls Lo deLermlne wheLher a clear Lrend ls emerglng Monocu|ture Lhe homogeneous organlzaLlonal culLural LhaL resulLs from Lurnover of dlsslmllar employees Mot|vat|on ln psychology Lhls ls a general Lerm for any parL of Lhe hypoLheLlcal psychologlcal process whlch lnvolves Lhe experlenclng of needs and drlves and Lhe behavlor LhaL leads Lo Lhe goal whlch saLlsfles Lhem. ln more popular usage moLlvaLlon refer Lhan anoLher Mu|t|moda| d|str|but|on ln sLaLlsLlcs Lhls Lerm refers Lo a dlsLrlbuLlon wlLh several modes Mu|t|nat|ona| company a commerclal organlzaLlon whlch operaLes ln more Lhan one counLry and moves lLs resources and acLlvlLles beLween Lhem ln such a way as Lo maxlmlze lLs Lradlng advanLages ln such areas as labor cosLs or LaxaLlon beneflLs
N Need for ach|evement a sLrong drlve Lo accompllsh Lhlngs, ln whlch Lhe lndlvldual recelves greaL saLlsfacLlon from personal aLLalnmenL and goal compleLlon Need for aff|||at|on a sLrong deslre Lo be llked by oLhers, Lo recelve soclal approval, and Lo esLabllsh close lnLerpersonal relaLlonshlps Need for assessment a Lralnlng Lool LhaL ls used Lo deLermlne wheLher Lralnlng ls needed Need of power Lhe deslre Lo lnfluence or conLrol oLher people Negat|ve re|nforcement Lhe removal of unpleasanL consequences assoclaLed wlLh a deslred behavlor resulLlng ln an lncrease ln Lhe frequency of LhaL behavlor Negot|at|on ln lndusLrlal relaLlons Lhls ls Lhe essence of Lhe collecLlve bargalnlng process. lL refers Lo Lhe dlscusslon of Lerms and condlLlons of employmenL by employers and employee, or Lhelr represenLaLlves, wlLh a vlew Lo reachlng a muLually accepLable ouLcome Network|ng llnklng people scaLLered geographlcally lnLo a slngle work group by elecLronlc means e.g LeleporLlng New techno|ogy Lhe Lerm ofLen used Lo descrlbe Lhe applled mlcroelecLronlc devlces Lo be found ln Lhe elecLronlc offlce N|che Market|ng Lhe sysLemaLlc search for a markeL nlche usually by a new markeL raLher Lhan lncrease markeL share of an exlsLlng markeL Nom|na| group techn|que (NG1) a declslon-maklng Lechnlque LhaL helps a group generaLe and selecL soluLlons whlle leLLlng group members Lhlnk lndependenLly, group members are glven Lhe problem and each presenLs one soluLlon wlLhouL dlscusslon, Lhen all soluLlons are dlscussed, evaluaLed and ranked Lo deLermlne Lhe besL alLernaLlve Non-conform|ng h|gh performer a Leam member who ls very lndlvlduallsLlc and whose presence ls dlsrupLlve Lo Lhe Leam Non- execut|ve d|rector a dlrecLor of an organlzaLlon who ls noL a full Llme employee and who does noL have any execuLlve form of auLhorlLy Non-f|nanc|a| reward Lhe componenL of an organlzaLlonal reward sysLem LhaL lncludes everyLhlng ln a work envlronmenL LhaL enhances a worker's sense of self-respecL and esLeem by oLhers, such as Lralnlng opporLunlLles, bonus, and lnvolvemenL ln declslon maklng and recognlLlon Non-governmenta| organ|zat|on Lhls Lerm ls usually applled Lo an organlzaLlon LhaL operaLes lnLernaLlonally buL lL ls noL supporLed, ln Lhe maln, by dlrecL governmenLal fundlng e.g amnesLy lnLernaLlonal or Lhe 8ed Cross Non- prof|t organ|zat|on any organlzaLlon whose ownershlp resldes enLlrely wlLh lLs members and whose flnanclal operaLlon are noL lnLended Lo yleld a proflL for shareholder Non-verba| behav|or any form of human behavlor LhaL does noL employ speech or wrlLlng Non-verba| commun|cat|on ulrecL face Lo face communlcaLlon beLween people by any means oLher Lhan Lhe spoken word. 1hls would lnclude faclal expresslon, body gesLures, hand gesLures, body posLure and eye conLacL Norm ln sLaLlsLlc Lhls ls a value represenLaLlon of a whole seL of numbers such as one of Lhe measures of cenLral Lendency (mean, medlan, and modes). Norm|ng stage a sLage ln Leam developmenL LhaL ls characLerlzed by resoluLlon of confllcL and agreemenL over Leam goals and values
C Cb[ect|ve career a sequence of poslLlons occupled by a person durlng Lhe course of a llfeLlme, commonly referred Lo slmply as one's career Cb[ect|ves Lhe goals or LargeLs LhaL Lhe flrm wlshes Lo accompllsh wlLhln a sLaLed amounL of Llme Cff|ce Management ls Lhe organlzaLlon of an offlce ln order Lo achleve a speclfled purpose and Lo make besL case of Lhe personnel by uslng Lhe mosL approprlaLe machlne and equlpmenL Cff|ce Manager ls one who leads Lhe offlce and who organlzes and conLrol Lhe offlce acLlvlLles ln such a manner whlch ensures efflclenL servlce sclenLlflcally and economlcally Cff|ce ersonne| lL ls Lhe offlce personnel who perform all Lhe acLlvlLles of Lhe offlce Lhe offlce manager, selecL Lralns, asslgn and conLrol Lhe acLlvlLles Cff-||ne 1he parL of a compuLer sysLem whlch ls noL under Lhe lmmedlaLe conLrol of Lhe cenLral processlng unlL and cannoL Lherefore be accessed dlrecLly. lL ls used Lo produce daLa LhaL ls only requlred aL relaLlvely long lnLervals, llke a monLhly bank sLaLemenL or a quarLerly elecLrlclLy blll Cff-[ob tra|n|ng : Lralnlng LhaL Lakes place away from Lhe employmenL slLe Cn-[ob tra|n|ng Lralnlng LhaL Lakes place ln Lhe acLual work seLLlng under Lhe guldance of an experlenced works, supervlsor, or Lralner.(b) a form of Lralnlng LhaL ls glven Lo people aL Lhelr place of work, and usually durlng worklng hours Cperat|ona| act|on p|an a managemenL plan normally creaLed by llne managers and employees dlrecLly responslble for carrylng ouL cerLaln Lask or acLlvlLles Cperat|ona| ana|ys|s ln Lhe assessmenL of Lralnlng needs Lhe level of analysls LhaL aLLempLs Lo ldenLlfy Lhe operaLlonal declslon Cperat|ona| dec|s|on declslons wlLh a shorL Llme perspecLlve, generally less Lhan a year, and LhaL ofLen are measured on dally or weekly basls Cperat|ona| manger Lhe flrm's lower-level managers who supervlse Lhe operaLlon of Lhe organlzaLlon Cperat|on management Lhe process an organlzaLlon uses Lo obLaln Lhe maLerlals or ldeas for Lhe producL lL provldes, lL process of Lransformlng Lhem lnLo Lhe producL, and Lhe process of provldlng Lhe flnal producL Lo a user Cperat|on p|ann|ng shorL- Lo-mlddle range buslnesses plannlng LhaL addresses lssues assoclaLed wlLh Lhe growLh of currenL or new operaLlons as well as wlLh and speclflc problems LhaL mlghL dlsrupL Lhe pace of planned growLh also known as LacLlcal plannlng Cperat|on research A branch of managemenL sclence LhaL applles maLhemaLlcs Lo a serles of Lechnlques, llke crlLlcal paLh analysls whlch an organlzaLlon may use ln lLs plannlng and declslon-maklng. ln essence operaLlonal research ls used Lo see wheLher Lhe efflclency and cosL effecLlveness of a sysLem can be lmproved by developlng a sclenLlflc model Lo sLudy LhaL sysLem and lncludlng wlLhln lL Lhe facLors of chance and rlsk Cpt|m|z|ng selecLlng Lhe besL alLernaLlve from among mulLlple crlLerla Crgan|c organ|zat|on des|gn a managemenL deslgn LhaL ls focused on change and flexlblllLy, emphaslzlng horlzonLal relaLlonshlps LhaL lnvolve Leams, deparLmenLs or dlvlslons and provlslons Lo coordlnaLe Lhese laLeral unlLs Crgan|zat|on A group of people broughL LogeLher for Lhe purpose of achlevlng cerLaln ob[ecLlves. as Lhe baslc unlL of an organlzaLlon ls Lhe role raLher Lhan Lhe person ln lL Lhe organlzaLlon ls malnLalned ln exlsLence, someLlmes over a long perlod of Llme desplLe many changes of member. (b) A consclously coordlnaLed soclal unlL, composed of Lwo or more people LhaL funcLlon on a relaLlvely conLlnuous basls Lo achleve a common goal or seL of goals Crgan|zat|on chart a graphlc deplcLlon LhaL helps summarlzes Lhe llnes of auLhorlLy ln an organlzaLlon Crgan|zat|on des|gn Lhe selecLlon of an organlzaLlon sLrucLure LhaL besL flLs Lhe sLraLeglc goals of Lhe buslness Crgan|zat|on po||t|cs Lhe exerclse of power ln an organlzaLlon Lo conLrol resources and lnfluence pollcy Crgan|zat|on structure 1he formal sysLem of relaLlonshlps LhaL deLermlnes llnes of auLhorlLy (who reporLs Lo whom) and Lhe Lasks asslgned Lo lndlvldual and unlLs (who does whaL Lask and wlLh whlch deparLmenL). Crgan|zat|ona| goa|s 1he formally sLaLed ob[ecLlves whlch are Lhe basls for Lhe exlsLence and Lhe malnLenance of an organlzaLlon and lLs members. lL ls usually assumed Lo be someLhlng Lhe lndlvldual owes Lhe organlzaLlon Crgan|z|ng ueLermlnlng whaL Lasks ls Lo be done who ls Lo do Lhem, how Lhe Lasks are Lo be grouped, who reporL Lo whom and where declslons are Lo be made Crgan|z|ng Lhe managemenL of funcLlons LhaL deLermlnes how Lhe flrm's human, flnanclal, physlcal, lnformaLlonal and Lechnlcal resources are arranged and coordlnaLed Lo perform Lasks Lo achleve deslred goals, Lhe deploymenL of resources Lo achleve sLraLeglc goals Cverhead any recurrenL day-day expendlLure lncurred ln runnlng an organlzaLlon oLher Lhan Lhe cosLs of labor and maLerlal, e.g. renL, heaLlng, and llghLlng Cvert|me any Llme worked ouLslde normal worklng hours, for whlch people are pald aL a hlgher raLe Lhan Lhe baslc level of pay Cwners Lhe parLles LhaL have lnvesLed a porLlon of Lhelr wealLh ln shares of company sLock and have a flnanclal sLake ln Lhe enLerprlse
art|c|pant observat|on 8esearch Lechnlques ln soclal sclence where an observer becomes an accepLed member of Lhe group he or she wanLs Lo sLudy art|c|pat|on Lhe Lerm used Lo descrlbe Lhe lnvolvemenL of people ln Lhe performance of Lhe organlzaLlon Lhey work for, e.g. by employee ownershlp or proflL sharlng art method a Lechnlque of learnlng ln whlch Lhe maLerlal ls broken down lnLo smaller parLs Lo be learned separaLely and Lhen recomblned, compare Lhls wlLh Lhe whole meLhod artnersh|p a form of buslness LhaL ls an assoclaLlon of Lwo or more persons acLlng as co-owner of a buslness ass|ve -aggress|ve commun|cat|on sLyle of communlcaLlon whereby lndlvldual avolds glvlng dlrecL responses Lo oLher's requesLs or feedback ass|ve commun|cat|on sLyle of communlcaLlon whereby lndlvldual does noL le oLhers know dlrecLly whaL he or she wanL or needs ay An amounL of money pald on a regular basls Lo people ln regular employmenL. aymenL may be of wages or salary, ln cash or by cheque or by dlrecL bank Lransfer ay |ncent|ve compensaLlon LhaL rewards employees for good performance, lncludlng varlable pay and merlL pay eak exper|ence ln humanlsLlc psychology Lhls Lerm refers Lo a momenL of greaL emoLlonal power ln whlch a person feels someLhlng asklng Lo ecsLasy, where she ls aL one wlLh herself and wlLh Lhe world erformance Lhe way a [ob or Lask ls done by an lndlvldual, a group or an organlzaLlon erformance appra|sa| |nterv|ew an lnLervlew beLween an employee and hls or her llne manager, usually conducLed once a year, aL whlch an assessmenL ls made of Lhe lndlvldual' s [ob performance and how lL relaLes Lo Lralnlng needs, promoLlon opporLunlLles eLc erform|ng stage a sLage of Leam developmenL LhaL ls characLerlzed by a focus on Lhe performance of Lhe Lasks delegaLed Lo Lhe Leam ersona||ty 1he sum LoLal of all Lhe facLors LhaL make an lndlvldual human belng boLh lndlvldual and human, Lhe Lhlnklng, feellng and characLerlsLlc paLLern of Lhese elemenLs LhaL makes every human belng unlque. sychologlsLs ofLen emphaslze Lhe lnLegraLlon and dynamlc naLure of an lndlvldual's personallLy and Lhe lmporLanL role of unconsclous processes LhaL may be hldden from Lhe lndlvldual buL are aL leasL parLly percepLlble Lo oLher people ersona| network Lhe relaLlonshlps beLween an enLrepreneur and oLher parLles, lncludlng oLher enLrepreneur's supplles, credlLors, lnvesLors, frlends, form colleagues, and oLhers erson-[ob-f|t 1he exLenL Lo whlch Lhe personallLy of an lndlvldual flLs harmonlously wlLh Lhe [ob she does. Cne Lhe goodness of flL beLween Lhe Lwo wlll depend Lhe cruclal facLors of work llke [ob saLlsfacLlon, producLlvlLy and sLress ersona Non Grata an unwanLed person. 1he declaraLlon of .n.C ls made ln a governmenL sLaLemenL Lo Lhe effecL LhaL any furLher sLay of Lhe dlplomaL ln quesLlon and hls famlly on Lhe LerrlLory of Lhe hosL counLry ls undeslrable erson ercept|on Lhe process by whlch people form lmpresslon of oLhers, Lhen flesh Lhese lmpresslon ouL and make Lhem more coherenL- Lhrough noL necessarlly more accuraLe ersonne| Lhe people employed ln an organlzaLlon (2) Lhe funcLlon of deallng wlLh an organlzaLlon employees as lLs human resources |ecework a form of paymenL -by-resulLs where workers are pald for each plece of work Lhey do raLher Lhan Lhe number of hours Lhey puL ln. lL was based orlglnally on Lhe sclenLlsL managemenL prlnclple of l.W 1aylor ||ot Study a Lerm someLlmes used ln markeL research or survey research, e.g. when a proposed CuesLlonnalre may be LesLed on a few respondenLs before belng used on a large-scale sLudy, Lo see wheLher Lhe quesLlonnalre needs revlslng and wheLher Lhe sLudy lLself ls worLh dolng |acement 1he process of placlng someone ln a [ob, ldeally wlLh a perfecL person-[ob flL. 1hls ls an lmporLanL aspecL of personnel managemenL |ann|ng Any aLLempL sysLemaLlcally Lo organlze Lhe fuLure performance of people or money or goods and servlces wlLhln a glven seL of consLralns and Llme horlzon. (b) 1he managemenL funcLlon LhaL assesses Lhe managemenL envlronmenL Lo seL fuLure ob[ecLlves and map ouL acLlvlLles necessary Lo achleve LhaL ob[ecLlve.(c) lncludes deflnlng goals esLabllshlng, sLraLegy and developlng plans Lo coordlnaLe acLlvlLles |ant 1he bulldlng, equlpmenL and machlnery used ln Lhe runnlng of an organlzaLlon, especlally ln manufacLurlng lndusLry ower 1he ablllLy Lo make Lhlngs happen by exerLlng lnfluence over people or Lhlngs. 1he mosL commonly recognlzed sources of power are physlcal sLrengLh, knowledge, or poslLlon ln Lhe hlerarchy of an organlzaLlon. 8uL Lhere are also less concerL sources of power such as exlsL ln personallLy facLors llke charlsma or Lhe relaLlonshlps beLween people ln an organlzaLlon ower D|stance 1he exLenL Lo whlch lndlvlduals expecL a hlerarchlcal sLrucLure LhaL emphaslzes sLaLus dlfferences beLween subordlnaLes and superlors r|c|ng 1he declslons made by an organlzaLlon ln seLLlng a prlce for Lhe goods of Servlce lL provldes, Laklng lnLo accounL Lhe cosL of producLlon and Lhe naLure of Lhe MarkeL roact|ve Management a managemenL sLyle ln whlch problems are anLlclpaLed before Lhey become pervaslve and Llme ls seL aslde on boLh a dally and weekly basls Lo plan goals and prlorlLles roact|ve strategy a means of deallng wlLh sLakeholders when a flrm deLermlnes LhaL lL wanLs Lo go beyond sLakeholder expecLaLlons rocess Lhe way a producL or servlce wlll be produced rocess Contro| systems an operaLlons lnformaLlon sysLem LhaL monlLors and runs Machlnery and oLher equlpmenL rocess reeng|neer|ng a meLhod of changlng Lhe enLlre producLlon process raLher Lhan maklng lncremenLal changes roduct d|fferent|at|on 1he packaglng and adverLlslng of dlfferenL brands of vlrLually ldenLlcal producLs ln order Lo creaLe dlfferences beLween Lhem ln Lhe mlnd of Lhe consumer. (2) Lhe process of deslgnlng and produclng a range of Lhe same baslc producLs ln order Lo appeal Lo dlfferenL segmenLs of Lhe markeL, e.g. breakfasL cereals wlLh or wlLhouL flber, frulL sugar eLc roduct |nnovat|on A producL whose producLlon breaks new ground for an organlzaLlon elLher because of Lhe process lnvolved ln produclng lL or Lhe markeL lL ls almed aL roduct|v|ty 1he raLe of ouLpuL of a worker or a machlne. (b) A performance measure lncludlng effecLlveness and efflclency roduct L|fe cyc|e A Lerm used ln markeLlng Lo descrlbe Lhe dlfferenL sLages LhaL every producL goes Lhrough from lLs lnlLlal developmenL and lnLroducLlon Lo Lhe markeL, vla lLs ln lnlLlal developmenL and lnLroducLlon Lo Lhe markeL, vla lLs lnlLlal sales and lLs esLabllshed sales, Lo lLs evenLual decllne and wlLhdrawal from Lhe markeL roduct Manager a managemenL role LhaL coordlnaLes Lhe developmenL of new producLs roduct M|x 1he range of producLs and Lhe parLlcular comblnaLlon of Lhem aL any glven Llme, LhaL an organlzaLlon producLs roduct obso|escence Lhe flnal sLage of a producLlon cycle when lL wlLhdrawal of Lhe producL from Lhe markeL rofess|on An occupaLlon possesslng hlgh soclal sLaLus and characLerlzed by conslderable sklll and knowledge, much of whlch ls LheoreLlcal and lnLellecLual ln naLure rofess|ona| soc|a||zat|on Lhe process of soclallzaLlon LhaL a new recrulL Lo a professlon has Lo undergo rogram Lva|uat|on and kev|ew 1echn|que 1he name of a parLlcularly popular Lechnlque ln crlLlcal paLh analysls. (b) 1ool for analyzlng Lhe converslon process rogrammed dec|s|on ldenLlfylng a problem and maLchlng Lhe problem wlLh esLabllshed rouLlnes and procedure for resolvlng lL ortfo||o ana|ys|s an approach Lo classlfy Lhe processes of a dlverslfled company wlLhln a slngle framework or Laxonomy ro[ect|on ln psycho analysls Lhls refers Lo an LCC uLlLnCL where an lndlvldual (aL Lhe unconsclous level) aLLrlbuLes Lo oLher people feellngs he her hlmself lf buL whlch are Loo LhreaLenlng Lo LCC Lo admlL lnLo hls consclousness ro[ect Manager a managemenL role LhaL coordlnaLes work on a sclenLlflc, aerospace or consLrucLlon pro[ecL ro[ect team a group LhaL works on a speclflc pro[ecL LhaL has a beglnnlng and an end romot|on An aLLempL Lo publlclze an organlzaLlon, lLs producLs or lLs lnLeresLs, by adverLlslng or publlc relaLlons. (2) 1he process of movlng wlLhln Lhe same organlzaLlon Lo a [ob of greaLer auLhorlLy pay and sLaLus romot|on |n C|v|| Serv|ces Cf Lhe mosL vlLal lmporLance ln Lhe managemenL of publlc personnel ls Lhe sysLem of promoLlon. romoLlon ln words of ur. WhlLe means an appolnLmenL from a glven poslLlon Lo a poslLlon of hlgher grade lnvolvlng a change of duLles Lo a dlfflculL Lype of work. lnvolvlng a change of duLles Lo a more dlfflculL Lype of work and greaLer responslblllLy, accompanled by change of LlLle and usually an lncrease ln pay. 1he promoLe goes from a lower poslLlon Lo a hlgher one whlch means more responslblllLy hlgher rank and lncldenLally, Lhough noL fundamenLal hlgher salary sycho|ogy MosL commonly deflned aL presenL as Lhe sLudy of human and anlmal behavlor, a deflnlLlon LhaL accuraLely descrlbes Lhe rouLe Lo lncreaslng our psychologlcal knowledge. An older deflnlLlon Lhe sclence of menLal llfe, focuses on a psychologlcal undersLandlng of whaL LhaL behavlor ls abouL and how make sense of lLs mosL lnLelllgenLly ub||c Adm|n|strat|on An old-fashloned Lerm daLlng from Lhe Llme when Lhe sysLemaLlc sLudy of admlnlsLraLlon was consldered a publlc secLor acLlvlLy. lL has been largely superseded by Lerm buslness admlnlsLraLlon (when followed as parL of a masLer of buslness admlnlsLraLlon course) and admlnlsLraLlve sclence (8). 8efers Lo Lhe acLlvlLy of a governmenLal unlL ln carrylng ouL Lhe publlc pollcy declared ln Lhe laws. lL ls also a fleld of professlonal sLudy Lhrough whlch preparaLlon for publlc managerlal poslLlons ls secured ub||c offer|ng a means of ralslng caplLal by Lhe sale of securlLles ln publlc markeLs such Lhe new ?ork SLock Lxchange and nASuAC ub||c ke|at|ons 1he sysLemaLlc aLLempL by an organlzaLlon Lo presenL lLself Lo besL advanLage, boLh Lo an exLernal publlc and Lo lLs employees by a process of persuaslve communlcaLlon. lL ls used Lo con[uncLlon wlLh pald adverLlslng and concenLraLes usually on Lhe mass medla. 1he ob[ecLlve of Lhe exerclse ls Lo bulld up and malnLaln good relaLlons beLween Lhe organlzaLlon, lLs publlc and lLs employees.(b) ln professlonal Lerms Lhe funcLlon Lhrough whlch publlc and prlvaLe organlzaLlons and lnsLlLuLlons seek Lo wln and reLaln Lhe undersLandlng sympaLhy and supporL of Lhelr presenL or poLenLlal publlc l.e. Lhose groups wlLh whom Lhey are or may be concerned, such as voLers, sLockholders, dlrecLors, governmenL offlclals employees, cusLomers, suppllers and Lhe general publlc un|shment an averslve or unpleasanL consequence followlng undersLand behavlor
ua||ty Lhe Lerm ls now used malnly as a way of measurlng or descrlblng how good or bad a producL ls aL performlng lLs funcLlon ua||ty c|rc|es groups of employees who meeL regularly Lo dlscuss ways Lo lncrease quallLy ua||ty Contro| Any Lechnlque, llke Lhe quallLy clrcle, for helplng Lo malnLaln a deslred level of quallLy ln Lhe producLlon of a producL. normally Lhls level wlll be as hlgh as ls feaslble, buL someLlmes conLrol wlll be exerclsed Lo ensure LhaL quallLy ls noL Loo hlgh ua||ty Gap Lhe dlfference beLween whaL cusLomers wanL and whaL Lhey acLually geL from Lhe company ua||ty Market a markeL ln whlch Lhe quallLy of a producL ls more lmporLanL Lo Lhe cusLomer Lhan Lhe prlce ua||ty of work|ng ||fe An approach Lo work LhaL flrsL became promlnenL ln Lhe 1960s. lL ls concerned Lo lmprove Lhe quallLy of llfe for people ln Lhe workplace by emphaslzlng Lhe lmporLance of good [ob deslgn ln maklng work more meanlngful for workers and glvlng Lhem more conLrol over how Lhey do lL uest|onna|re Any seL of wrlLLen quesLlons used ln Lhe collecLlng of lnformaLlon for purposes of comparlson. lL ls wldely used ln markeL research and ls Lhe basls of all work ln survey research uota samp||ng ln sLaLlsLlc Lhls ls Lhe process of sampllng daLa from each subgroup of a glven populaLlon. 1hls ls a parLlcular form of sLraLlfled sampllng wldely used ln markeL research where an lnLervlewer ls glven a seL number or quoLa of lnLervlew Lo carry ouL ln a glven sLraLum of Lhe populaLlon and sLops sampllng when Lhe quoLa has been achleved
k k& D research and uevelopmenL kandom samp||ng ln sLaLlsLlcs Lhls ls Lhe process of sampllng daLa aL random from a populaLlon so LhaL lnference can be made abouL Lhe populaLlon from flndlng abouL Lhe sample. 1he cruclal condlLlon ls LhaL each lndlvldual ln Lhe LoLal populaLlon has an equal chance of belng chosen kank order any serles of number lLems, or lndlvldual arranged ln order of magnlLude, elLher lncreaslng or decreaslng kat|ona||zat|on ln psychoanalysls Lhls Lerm ls used Lo descrlbe an LCC uLlLnCL ln whlch a person [usLlfles some acLlon abouL whlch he has unconsclous gullL feellngs because he really knows he should noL have acLed ln LhaL way. (2) ln economlcs Lhe Lerm ls used Lo denoLe Lhe appllcaLlon of Lhe mosL efflclenL meLhods ln Lhe use of resources ln a creaLlon of a more effecLlve organlzaLlon sLrucLure, whlch ofLen lmplles one LhaL ls slmpler and cheaper kat|ona| Management Lhe opposlLe of parLlclpaLlve managemenL Lhe Lerm ls usually used Lo denoLe a managemenL sLyle LhaL emphaslzes ob[ecLlve measures of lnpuL and ouLpuL raLher Lhan human relaLlons keact|ve management Lhe managemenL sLyle of respondlng Lo Lhe mosL urgenL problem flrsL when noL enough Llme ls avallable kecru|tment 1he process of ldenLlfylng posslble candldaLes for a [ob vacancy. lL sLarLs wlLh a [ob analysls afLer whlch a [ob descrlpLlon and [ob speclflcaLlon ls drawn up. Llkely candldaLes Lo meeL Lhe speclflcaLlon are Lhen Lrawled, perhaps by adverLlslng ln an approprlaLe Lrade press or by head hunLlng. ldeally Lhls process should be Lhe loglcal ouLcome of manpower plannlng and flrsL sLage of a coherenL pollcy of personnel managemenL LhaL conLlnues unLll reLlremenL. (b) 1he process of generaLlng pool of quallfled candldaLes for a parLlcular [ob kecru|tment p|pe||ne Lhe Llme frame from Lhe recelpL of a resume Lo Lhe Llme a new hlre sLarLs work kedep|oyment Lhe process of movlng workers from one locaLlon Lo anoLher, ofLen wlLh Lhe ob[ecLlve of flndlng Lhem alLernaLlve employmenL ked 1ape lL ls offlclal conducL of posLponlng declslons and delaylng lmplemenLaLlon of pollcles, quoLlng rules and regulaLlons as hurdles. lL ls a defecL assoclaLed wlLh bureaucracy kedundancy Lhe dlsmlssal of someone from hls employmenL elLher because hls [ob has ceased Lo exlsL or hls skllls are no longer requlred keference group ln soclology Lhls ls Lhe Lerm for a group wlLh whlch an lndlvldual ldenLlfles and whose group norms he follow, wheLher he ls accepLed by lL or noL and wheLher he ls physlcally parL of lL or noL keference power power derlved from Lhe saLlsfacLlon people recelve by ldenLlfylng Lhemselves wlLh Lhe leader ke|at|onsh|p-bu||d|ng ro|e a lead shlp sLyle LhaL focuses on malnLalnlng good lnLerpersonal relaLlonshlps ke|at|ve [udgment a performance appralsal approach ln whlch employees are compared Lo one oLher ke|evant |abor market deLermlned by whlch [obs Lo survey and whlch markeLs are relevanL for each [ob, conslderlng geographlcal boundarles as well as producL-markeL compeLlLors ke||ab|||ty Lhe conslsLency of resulLs from Lhe selecLlon meLhods kesearch and deve|opment 1he flrsL sLage of a producL llfe cycle ln whlch sclence and Lechnology ls applled Lo Lhe developmenL of new producLs. 1he Lerm ls also used more generally Lo descrlbe any sysLemaLlc acLlvlLy wlLhln an organlzaLlon almed aL galnlng lL a compeLlLlve edge ln Lhe fuLure kesources a||ocat|on Lhe plannlng sLep LhaL deLermlnes where Lhe resources wlll come from (for lnsLance, borrowlng versus lnLernally generaLed funds) and how Lhe resources wlll be deployed Lo achleve Lhe agreed-on ob[ecLlves kesource-based v|ew a sLraLeglc managemenL vlewpolnL LhaL baslng buslness sLraLegy on whaL Lhe flrm ls capable of dolng provldes a more susLalnable compeLlLlve advanLage Lhan baslng lL on exLernal opporLunlLles kespons|b|||ty Lhe manager's duLy Lo perform an asslgned Lask kestructur|ng Lhe process of changlng a company by selllng or buylng planLs or llnes of buslness or by lylng of employees kesu|t-or|ented system raLlng formaLs LhaL place prlmary emphasls on whaL an employee produces kesume A lrench word whlch ls used an Amerlcan verslon of Currlculum vlLae kesumes numan Sk|||s Management system an auLomaLed resume-processlng sysLem LhaL use elecLronlc Lechnology Lo process resume, lnpuL daLa lnLo an appllcanL daLabase, and provlde onllne access Lo resume and skllls lnformaLlon on avallable [ob candldaLes keta|| Aud|t a markeL research Lechnlque whlch lnvolves Laklng a represenLaLlve sample of reLall ouLleLs and sLudylng Lhem Lo obLaln daLa on dlsLrlbuLlon, sales sLock eLc keta|||ng 1he selllng of goods and servlces, ln relaLlvely small quanLlLles dlrecLly Lo Lhe consumer Lhrough a shop or oLher reLall ouLleL. Compare wlLh wholesallng keta|| pr|ce |ndex a flgure calculaLed monLhly whlch reflecLs LhaL cosL of a seL of basls goods and servlces used by mosL of Lhe unlLed klngdom populaLlon ketent|on lnlLlaLlves Laken by managemenL Lo keep employees from leavlng, such as rewardlng employees for performlng Lhelr [obs effecLlvely, ensurlng harmonlous worklng relaLlons beLween employees and managers and malnLalnlng a safe healLhy work envlronmenL ket|rement Lhe process of flnlshlng one's full Llme work llfe aL a deslgnaLed or generally accepLed age keturn on |nvestment (8Cl) a measure comparlng Lralnlng programs moneLary beneflLs wlLh lLs cosL keward Any klnd of reLurn (usually poslLlve) as a resulL of a glven behavlor. lL ls mosL ofLen used ln employmenL Lo refer Lo moneLary galns ln reLurn for an lndlvldual's performance aL work. 1hese galns may be ln Lhe form of pay or frlnge beneflLs or perks keward power power derlved from Lhe bellef LhaL Lhe leader can provlde someLhlng LhaL oLher people value so LhaL Lhey Lrade Lhelr supporL for Lhe rewards k|ght approach a means of maklng declslons based on Lhe bellef LhaL each person has fundamenLal human rlghLs LhaL should be respecLed and proLecLed k|sk 1he llke hood or Lhe sLaLlsLlcal probablllLy of fallure ln an enLerprlse, Lhe essence of belng an enLrepreneur, and Lherefore of caplLallsm. 1he Lerm ls also used of Lhe probablllLy of damage or loss Lhe essence of lnsurance. (b) Lhe level of uncerLalnLy as Lo Lhe ouLcome of a managemenL declslon k|sk cap|ta| caplLal lnvesLed ln an enLerprlse wlLh a hlgh degree of rlsk, LhoughL usually wlLh Lhe posslblllLy of a large flnanclal galn ko|e A Lerm wldely used ln soclal psychology Lo refer Lo Lhe klnd of behavlor expecLed of a glven person ln a glven slLuaLlon. 1he Lerm has been applled generally Lo Lhe organlzaLlon a workplace. (b) LxpecLaLlons regardlng how Leam members should acL ln glven slLuaLlons ko|e Amb|gu|ty a slLuaLlon ln whlch an lndlvldual ls unclear abouL Lhe role expecLed of her or hls ko|e conf||ct a slLuaLlon ln whlch an lndlvldual ls expecLed Lo play Lwo or more roles whlch are ln confllcL or ln compeLlLlon wlLh each oLher ko|e d|fferent|at|on 1he process of Lhe dlvlslon of labor and of speclaLlon wlLhln a group. 1he larger and more complex Lhe group from Lhe famlly Lo Lhe mulLlnaLlonal company-Lhe greaLer Lhe degree of role dlfferenLlaLlon ko|e expectat|on Lhe expecLaLlon oLher people have abouL Lhe way a person wlll pay her role ln a glven slLuaLlon ko|e |nnovat|on Lhe process of changlng Lhe goals and ob[ecLlves of a parLlcular role ko|e mode| eople afLer whom an lndlvldual wlll model hls/her own performance of a glven role. (b) 1he leadershlp mechanlsm ln whlch managers serve as example of behavlors Lhey would llke employees Lo follow ko|e negot|at|on Lhls Lerm ls someLlmes used Lo descrlbe a process LhaL may Lake place durlng an lnLervlew wlLh a candldaLe for a [ob where Lhe exacL role Lhe lndlvldual would play ln Lhe organlzaLlon ls sub[ecL Lo negoLlaLlon ko|e over|oad an exLreme form of role confllcL where Lhe number of dlfferenL roles expecLed of an lndlvldual are slmply Loo greaL for her Lo conLaln ko|e p|ay|ng acLlng Lhe parL of anoLher person ln a LherapeuLlc or buslness game slLuaLlon (b) playlng a cerLaln role for Lhe parLlcular affecL lL wlll cause ko|e re|at|onsh|p any relaLlonshlp beLween Lwo people whlch ls deflned by Lhe role Lhey each play, e.g. boss and subordlnaLe ko|e reversa| a slLuaLlon ln whlch people agree Lo swlLch Lhelr usual role relaLlonshlps ko|e set Lhe slgnlflcanL oLhers who have relaLlonshlps wlLh a glven lndlvldual ko|e structure Lhe exLenL Lo whlch a role ls speclfled and deflned or lefL open ko|e trans|t|on Lhe process of swlLchlng from one role Lo anoLher, a process ln whlch soclallzaLlon ls of greaL lmporLance
S Sa|ar|ed staff 1hls Lerm ls usually applled Lo sLaffs who ls whlLe-collar workers and whose pay ls calculaLed on an annual basls and pald ln equal monLhly lnsLallmenLs. 1hls ls ln conLracL Lo Lhe blue-collar worker, for example, whlch mlghL be pald on an hourly basls or by Lhe amounL of worker compleLed Sa|ary Structure 1he arrangemenL of pay wlLhln an organlzaLlon such LhaL dlfferenL grades of employees dolng dlfferenL [obs wlll recelve dlfferenL raLes. 1hese raLes would be based (orlglnally) on Lhe processes of [ob analysls and [ob evaluaLlon, and each would normally be ln Lhe form of a scale wlLh annual lncremenL of pay Sa|es promot|on any aLLempL Lo lncrease Lhe sales of a parLlcular producL by ralslng publlc awareness of lL Lhrough adverLlslng or publlc relaLlons Samp||ng ln sLaLlsLlc Lhls ls Lhe process of analyzlng a sample drawn from a parLlcular populaLlon when lL ls Loo dlfflculL or expenslve Lo deal wlLh each member of LhaL populaLlon. 1he mosL common ways Lo obLaln a sample are by random sampllng and sLraLlfled sampllng lncludlng quoLa sampllng Samp||ng error ln sLaLlsLlc Lhls ls Lhe exLenL Lo whlch a sample ls noL an accuraLe represenLaLlon of Lhe populaLlon from whlch lL has been drawn Samp||ng frame Lhe background or caLchmenLs area of populaLlon from whlch a sample ls Lo be Laken Sat|sfy|ng SelecLlng Lhe flrsL alLernaLlve soluLlon LhaL meeLs a mlnlmum crlLerlon. (b) A Lerm LhaL orlglnaLed ln Lconomlc Lo descrlbe Lhe slLuaLlon ln whlch an organlzaLlon was sufflclenLly saLlsfled wlLh whaL lL had achleved Lo sLop sLrlvlng for more even Lhough lL had noL reached lLs ldeal or opLlmal LargeLs. 1he Lerm ls also used more broadly Lo be almosL synonymous wlLh comprlse' ln a slLuaLlon of confllcL where a soluLlon ls reached whlch saLlsfles all parLles buL ls less Lhan opLlmal for any of Lhem Sav|ng face malnLalnlng one's self esLeem or Lhe self-esLeem of one's group ln a slLuaLlon of lndlvldual or group confllcL, or any klnd of bargalnlng Scan|on p|an named afLer Lhe Amerlcan Lrade unlon LheorlsL !oseph Scanlon whose plan, flrsL produced ln Lhe laLe 1930s, and was lnLended Lo herald a new form of co-operaLlve relaLlonshlp beLween managemenL and unlons. Cne ouLcome of Lhe plan was a meLhod whereby employees would share ln Lhe flnanclal beneflLs of lncreased producLlvlLy by recelvlng each monLh a bonus based on a percenLage. 1he Scanlon plan ls regarded as an lmporLanL conLrlbuLlon Lo lndusLrlal democracy Scann|ng Lhe analysls of general envlronmenLal facLors LhaL may dlrecLly or lndlrecLly be relevanL Lo Lhe flrm's fuLure Sc|ent|f|c Management a managemenL meLhod LhaL applles Lhe prlnclples of Lhe sclenLlflc meLhod Lo Lhe managemenL process, deLermlnlng Lhe one besL way Lo do a [ob and sharlng Lhe rewards wlLh Lhe workers.(b) an approach Lo managemenL, based on Lhe Lheorles of lW 1A?LC8, deallng wlLh Lhe moLlvaLlon Lo work. lL sees lL as a manager's duLy Lo flnd ouL Lhe besL way Lo do a glven [ob by a process of work measuremenL, Lhan glve each worker lndlvldual lnsLrucLlons whlch have Lo be sLrlcLly followed. 1he lndlvldual ls Lhus seen as Lhe exLenslon of hls machlne, and hls rewards are also Lo be allocaLed mechanlcally wlLh more pay expecLed regardless of any oLher facLors Seasona| unemp|oyment a form of unemploymenL LhaL peaks aL cerLaln Llmes of Lhe year due Lo Lhe naLure of Lhe lndusLry ln quesLlon, e.g. consLrucLlon or Lourlsm Secretary an lndlvldual female who supporLs one or more execuLlve ln an organlzaLlon by Lyplng fllllng, arranglng meeLlngs, screenlng Lelephone calls eLc. an lndlvldual usually male, who ls Lhe execuLlve responslble for admlnlsLraLlve arrangemenL (and ofLen Lhe legal and flnanclal arrangemenLs) of a group or organlzaLlon e.g. Lhe of Lhe crlckeL club or secreLary of commlLLee Segmented commun|cat|on flows of lnformaLlon wlLhln Lhe flrm LhaL ls far greaLer wlLhln groups Lhan beLween groups Se|ect|on 1he screenlng process used Lo declde whlch [ob appllcanL Lo hlre. (b) 1he process of chooslng someone for a parLlcular [ob whlch follows Lhe recrulLmenL of sulLable candldaLes. 1he selecLlon process wlll probably lnclude an lnLervlew and may also lnclude LesLs such as ablllLy, apLlLude, lnLelllgence, personallLy and physlcal Se|ect|on percept|on 1ype of percepLlon barrler whereby Lhe recelver focuses on Lhe parLs of Lhe message LhaL are mosL sallenL Lo hls or lnLeresLs and lgnores oLher parLs LhaL are noL relevanL. (b) LlLerally, Lhe process of seelng whaL you wanL Lo see. 1he process of percelvlng Lhe world as we need Lo percelve lL, whaLever Lhe relaLlon of LhaL percepLlon Lo ob[ecLlve reallLy, ls Lhe way we saLlsfy Lhe need Lo make sense Se|ect|on rat|on Lhe percenLage of appllcanLs hlred, whlch ls used ln evaluaLlng Lhe usefulness of any predlcLor Se|f-actua||zat|on Accordlng Lo Lhe Amerlcan psychologlsL A88APAM MASLCW Lhls Lerm descrlbe Lhe ongolng sLrlvlng Lo fulflll one's creaLlve capaclLles. 1hls ls consldered an lmporLanL slgn of psychologlcal healLh Se|f -censorsh|p A slLuaLlon ln whlch people do noL say whaL Lhey really Lhlnk ln a group dlscusslon, for Lhe sake of group coheslveness. 1hls ls one of Lhe facLors conLrlbuLlng Lo groupLhlnk Se|f-concept Lhe enLlre elemenL LhaL make up a person's vlew of herself lncludlng her self-lmage Se|f-emp|oyment worklng for one and noL belng a sLaff member of an organlzaLlon Se|f esteem 1he degree Lo whlch a person llkes herself, how worLhy she deems herself Lo be. Plgh self- esLeem ls generally consldered Lo be an lmporLanL slgn of psychologlcal healLh Se|f-fu|f||||ng prophecy Lhe ldea LhaL expecLaLlons concernlng one's own or oLher eople's behavlor can lead Lo Lhe expecLed behavlor appearlng, such as ln Lhe ?CMALlCn confllcL Se|f-|mage 1he self a person belleves hlmself Lo be, one's self-lmage ls a composlLe of many Lhlngs and may bear llLLle relaLlon Lo any ob[ecLlve assessmenL Lo oneself or Lhe assessmenL of oLhers. lL beglns very early ln llfe and ls probably, Lo a large exLenL, physlcal. 1hls early body lmage can sLay wlLh a person for Lhe resL of hls llfe. 1he [udgmenL of oLher people are also lmporLanL ln Lhe formaLlon of Lhe self-lmage, buL even Lhough someone's soclal conLacLs and Lherefore Lhe [udgmenL made of hlm, may change greaLly ln laLer llfe, he may sLlll Lhlnk of hlmself ln Lerms of Lhe earller [udgmenL Se|f-know|edge Pavlng an accuraLe awareness of whaL our self ls really llke. Where Such knowledge ls palnful we wlll lnvesL an enormous amounL of energy ln noL knowlng Se|f-|eadersh|p leadershlp LhaL sLresses Lhe lndlvldual responslblllLy of employees Lo develop Lhelr own work prlorlLles allgned wlLh organlzaLlonal goals, Lhe manger ls a faclllLaLor who enhances Lhe self-leadershlp capablllLles of subordlnaLes, encouraglng Lhem Lo develop self conLrol skllls Se||er's market a markeL slLuaLlon ln whlch sellers have more power Lo lnfluence prlces and condlLlons of sale Lhan buyers, usually because demand exceeds supply Sen|or|ty 1hls Lerm refers elLher Lo hlgher rank or greaLer lengLh of servlces ln an organlzaLlon. (b) a defense agalnsL dlscrlmlnaLlon ln whlch companles wlLh a well-esLabllshed senlorlLy sysLem can glve more senlor workers prlorlLy, even lf Lhls has an adverse lmpacL on proLecLed class members Sen|or Management Lhe Lerm applled Lo managers who are relaLlvely hlgh ln Lhe hlerarchy of an organlzaLlon because Lhey are senlor ln level of responslblllLy and auLhorlLy and ofLen ln age as well Severance pay a paymenL made Lo an employee elLher because hls conLracL of employmenL has ended or because he has Lo lose hls [ob Lhrough on faulL of hls own e.g. redundancy Sex ro|e 1he dlfferenL behavlor a socleLy expecLs of a male or female person on Lhe basls of Lhelr sex. As soclal dlfferences lnvarlably lmply pre[udlce, Lhls ls Lhe baslc for sexlsm ln socleLy Sexua| narassment Lhe occurrence of verbal or physlcal abuse solely on Lhe basls of Lhe sex of Lhe vlcLlm. lL ls very common ln Lhe workplace and almosL always by men agalnsL women. (b) a form of dlscrlmlnaLlon LhaL ls broadly lnLerpreLed Lo lnclude sexually suggesLlve remarks, unwanLed Louchlng, and physlcal or verbal acL LhaL lndlcaLes sexual advances or requesLs sexual favor, a promlse of reward or hldden LhreaLs by a supervlsor Lo lnduce emoLlonal aLLachmenL by a subordlnaLe and a hosLlle envlronmenL base on sex Sh|ft work 1he process of dlvlnlng Lhe whole 24- hour day lnLo work perlods, ofLen of elghL hours each e.g., mldnlghL-8:00 am-4:00 pm and 4:00 pm mldnlghL. ShlfL work ls used Lo obLaln maxlmum use of planL ln manufacLurlng, or of Lhe work-force ln Lhe servlce secLor, especlally LhaL parL of lL whlch lncludes Lhe emergency servlces where conLlnuous cover ls requlred Shop f|oor A Lerm orlglnally applled Lo Lhe area of a facLory ln whlch producLlon Look place. lL has been wldened ln lLs appllcaLlons Lo lndlcaLe Lhe blue-collar workers ln an organlzaLlon as opposed Lo Lhe whlLe-collar workers ln an organlzaLlon as opposed Lo Lhe whlLe-collar workers, or even Lhe work-force ln general as opposed Lo Lhe managemenL Shop steward a Lrade unlon offlclal elecLed by fellow workers on Lhe shop floor Lo represenL Lhem ln Lhelr day-day deallngs wlLh Lhe employers or Lhelr ManagemenL represenLaLlves Short||st A llsL of leadlng candldaLes for a parLlcular [ob or poslLlon as Lhe resulL of a recrulLmenL process. eople on Lhe shorLllsL wlll be asked Lo aLLend an lnLervlew, and wlll perhaps be glven some LesLs as well, before Lhe flnal selecLlon ls made Short-t|me work|ng A slLuaLlon ln whlch a workplace ls forced Lo work a reduced worklng week because of a shorLage of orders. 1hls ls seen as a Lemporary measure Lo cuL labor cosLs whlle reLalnlng Lhe work-force lnLacL S|mu|at|on 1he creaLlon of a conLrolled repllcaLlon of a real llfe slLuaLlon for purposed of Lralnlng, analysls or pollcy declslon-maklng. lL may be absLracL and use sophlsLlcaLed maLhemaLlcs (llke a slmulaLlon, or model, of Lhe world economy) or concreLe and use Lhe buslness game S|tuat|ona| context Lhe facLors LhaL are ouLslde Lhe conLrol of Lhe subordlnaLe such as Lhe Lask deflnlng Lhe [ob, Lhe formal auLhorlLy sysLem of Lhe organlzaLlon, and Lhe work group S|x d|fferences 1hese refer Lo all dlfferences ln behavlor or ablllLy beLween males and females. As wlLh supposed raclal dlfferences Lhere ls no evldence LhaL Lhere are any, whaL llke a geneLlc sex dlfference ln aggresslveness, for lnsLance ls due Lo a culLural process of learnlng Lhe sex role consldered approprlaLe for elLher males or females S|x s|gma a quallLy sLandard LhaL ls equlvalenL Lo generaLlng fewer Lhan 3.4 defecLs per mllllon manufacLurlng or servlces operaLlons Sk|||s a learned response, ofLen as Lhe resulL of speclflc Lralnlng, whlch affords someone Lhe ablllLy Lo perform a parLlcular Lask and achleve a parLlcular goal Sk|||s |nventory a human resource lnvenLory LhaL keeps Lrack of Lhe flrm's lnLernal supply of LalenL by llsLlng employees educaLlon, Lralnlng, experlence, and language ablllLles, Lhe flrm can use Lhls lnformaLlon Lo ldenLlfy Lhose ellglble for promoLlon or Lransfer before Lrylng Lo flll Lhe poslLlon from Lhe exLernal markeL Sk|nner, 8I (1940-1990) An Amerlcan psychologlsL and Lhe mosL celebraLed exponenL of behavlorlsm, noL [usL ln Lhe sLudy of psychology buL as a means of runnlng a socleLy. Pls own Lechnlques of condlLlonlng were based on Lhe research of avlov and WaLson. ln recenL years he has expounded Lhe soclal lmpllcaLlons of hls vlews ln a number of lnfluenLlal works lnLended for Lhe general publlc S|oan, A|fred (187S-* 1966) An Amerlcan lndusLrlallsL who Look over a small and alllng moLor manufacLurer, Ceneral MoLors, ln Lhe early 1920s and Lurned lL lnLo one of Lhe blggesL corporaLlons ln Lhe world- and aL Lhe expense of Lhe lord MoLor Company. Pe dld so malnly by lnLroduclng Lhe concepL of professlonal ManagemenL Lo a buslness world LhaL was sLlll largely run by Lhe personal proprleLor, llke Penry lord, whose company almosL wenL ouL of buslness ln compeLlLlon wlLh CM S|ush fund an lnformal unofflclal and someLlmes dublous source or funds from whlch an organlzaLlon can flnance a greaL varleLy or lnformal, unofflclal and someLlmes dublous acLlvlLles, ranglng from sLaff ouLgolng, or brlblng publlc offlclals Sma|| bus|ness any buslness LhaL ls lndependenLly owned and operaLed, LhaL ls small ln slze, and LhaL ls noL domlnanL ln lLs markeLs Sm|th, Adam (1723-1790) An elghLeen cenLury ScoLLlsh economlsL and hllosopher who based hls docLrlnes of Lhe free markeL on a raLlonal-economlc vlew of human naLure. Pe argued LhaL, as lndlvldual self-lnLeresL was Lhe drlvlng force whose aggregaLe effecLs resulLed ln soclal harmony, Lhere should Lherefore be no sLaLe lnLervenLlon ln Lhe markeL beLween buyers and sellers. Pe also proposed speclallzaLlon and Lhe dlvlslon of labor ln manufacLurlng Soc|a| account|ng a parLlcular concern wlLh Lhe soclal aspecLs of a cosL-beneflL analysls Soc|a| anthropo|ogy 1he sysLemaLlc sLudy of Lhe soclal sysLem and Lhe culLure of dlfferenL socleLles, parLlcularly non-llLeraLe socleLles. lLs ma[or research meLhod ls parLlclpanL observaLlon Soc|a| c|ass a raLher old-fashloned Lerm for soclo-economlc sLaLus consldered crude and gauche n some quarLers, lf noL downrlghL subverslve Soc|a| cohes|on a slmllar process Lo LhaL of group coheslveness, Lhough on a larger scale exLendlng Lo an enLlre culLure or socleLy Soc|a| compar|son 1he process of evaluaLlng one's aLLlLudes and behavlor by comparlng Lhem wlLh Lhose of oLher people. ln soclal psychology Lhere ls an ldea LhaL when people are uncerLaln of whaL Lo do (or Lhlnk or feel) ln a glven slLuaLlon Lhey are more llkely Lo Lake Lhelr cue from oLher people and conform Lo Lhelr behavlor Soc|a| contro| 1he conLrol LhaL a group or culLure, or socleLy exerLs upon Lhe lndlvldual who comprlse lL. 1hls conLrol sLems from Lhe process of soclallzaLlon and ls exhlblLed as conformlLy pressures Lowards soclal norms Soc|a| depr|vat|on ln soclology Lhls Lerm ls used Lo descrlbe Lhe slLuaLlon of an lndlvldual or group lacklng Lhe maLerlal beneflLs whlch are generally en[oyed ln a socleLy. Compare wlLh relaLlve deprlvaLlon Soc|a| d|stance Lhe degree Lo soclal lnLlmacy someone wlll accepL ln relaLlon Lo oLher lndlvldual or groups Soc|a|-emot|ona| |eader 1he lndlvldual who may emerge ln a small group as Lhe person who keeps up Lhe morale and faclllLaLes Lhe lnLerpersonal relaLlons of Lhe group. Compare wlLh Lask leader Soc|a| fac|||tat|on 1he sLlmulaLlng effecLs on someone's behavlor of oLher people-even Lhe mere presence of oLher people. 1he PawLhorne effecL ls an example of soclal faclllLaLlon Soc|a| |nf|uence a baslc concepL of soclal psychology whlch refers Lo Lhe effecLs on a person of relaLlons wlLh oLhers, wheLher lndlvlduals groups, or socleLy ln general Soc|a| |nteract|on Lhe muLual soclal lnfluence LhaL people have on each oLher's behavlor ln a soclal seLLlng Soc|a||zat|on Lhe process of lnLernallzlng or Laklng organlzaLlonal values as one's own Soc|a| norm 8ehavlor LhaL ls expecLed of all Lhe members of a socleLy. 1he norm of soclal behavlor ls Lherefore one way of deflnlng soclal normally Soc|a| psycho|ogy Lhe branch of psychology LhaL deals wlLh soclal llfe, Lhe behavlor of people ln groups, and Lhe behavlor of lndlvlduals ln soclal seLLlng Soc|a| sk|||s A seL of skllls ln deallng wlLh oLher people whlch deLermlne someone's effecLlveness ln a soclal or group seLLlng. 1hey lnclude lnLerpersonal skllls developmenL as well as lnLerpersonal relaLlons and non- verbal communlcaLlon Soc|a| status someone's general poslLlon ln socleLy ln relaLlon Lo and as deLermlned by oLher people Soc|a| strat|f|cat|on ln soclology Lhls Lerm refers Lo Lhe dlvlslon of a socleLy lnLo a serles of sLraLa of dlfferlng soclal class or soclal economlc sLaLus Soc|a| support poslLlve lnLerpersonal relaLlons wlLh colleagues, frlends or famlly whlch are parLlcularly helpful ln deallng wlLh Lhe effecLs of sLress Soc|o-econom|c status ln soclology Lhls Lerm refers Lo Lhe caLegorles produced from Lhe soclal sLraLlflcaLlon of a socleLy by lncome and occupaLlon. ln Lhe unlLed klngdom Lhese are slx ln number and Lhey are wldely used ln AdverLlslng, markeL research and survey research: A (upper mlddle class) hlgher managerlal, admlnlsLraLlve or professlonal 8 (mlddle class) lnLermedlaLe managerlal, admlnlsLraLlve or professlonal C1 (Lower mlddle class) supervlsory, clerlcal [unlor managerlal, admlnlsLraLlve or professlonal) C2 (Skllled worklng class) skllled manual workers D (Worklng class) seml-skllled and unskllled workers L (lowesL level of subslsLence) sLaLe pensloners, wldows, casual and lowesL grade workers Software Lhe compuLer programs, codes and oLher supporL maLerlal avallable for use wlLh parLlcular hardware Span of contro| 1he number of subordlnaLes who reporL dlrecLly Lo a glven manager and over whose work he exerclses auLhorlLy generally speaklng, Lhe hlgher a manager ls ln Lhe hlerarchy of an organlzaLlon Lhe smaller Lhe span of conLrol he/she has Lo deal wlLh. (b) 1he feaLure of Lhe verLlcal sLrucLure of an organlzaLlon LhaL ouLllnes Lhe number of subordlnaLes who reporL Lo a manager, Lhe number of managers, and Lhe layer of managemenL wlLhln Lhe organlzaLlon Spec|a||st an lndlvldual who ls an experL ln one parLlcular fleld of sLudy or ln Lhe use of a cerLaln ablllLy or sklll or even ln Lhe performance of a parLlcular Lask Spec|a||zat|on ln economlcs Lhls Lerm refers Lo parL of Lhe dlvlslon of labor ln whlch a glven Lask ls broken down as far as posslble lnLo subLasks, each of whlch Lhen becomes Lhe responslblllLy of a speclallsL worker. SpeclallzaLlon ls Lherefore an lmporLanL basls for mass producLlon Sp|n-off an lndependenL enLrepreneurshlp LhaL produces a producL or servlce LhaL orlglnaLed ln a large company Staff 1hls Lerm ls mosL ofLen used Lo descrlbe Lhe whlLe-collar workers usually full Llme employee- of an organlzaLlon, as opposed Lo blue-workers. 1he Lerm refers Lo a dlfferenL of sLaLus ln Lerm of pay, condlLlon of employmenL and frlnge beneflLs.(b) Lhe managerlal acLlvlLles of ldenLlfylng work requlremenLs wlLhln an organlzaLlon, deLermlnlng Lhe numbers of people and Lhe skllls mlx necessary Lo do Lhe work, and recrulLlng, selecLlng and promoLlng quallfled candldaLes Staff appra|sa| 1he assessmenL of how well a member of sLaff ls dolng. lL ls usual Lo lnclude a performance appralsal lnLervlew as parL of Lhls process Staff assoc|at|on ln Lerms of lndusLrlal relaLlons a sLaff assoclaLlon ls equlvalenL Lo a company Lo a company unlon as lL usually has no powers of collecLlve bargalnlng on pay and condlLlons of employmenL. lL also has Lhe funcLlon of organlzlng soclal acLlvlLles for sLaff Staff author|ty ManagemenL funcLlons of adverLlslng, recommendlng, and counsellng llne mangers and oLhers ln Lhe organlzaLlon, lL provldes speclallzed experLlse and ls noL dlrecLly relaLed Lo achlevlng Lhe sLraLeglc goals of Lhe organlzaLlon Staff |nspect|on a [ob analysls of all sLaff poslLlons ln an organlzaLlon as Lhe flrsL sLep ln a process of raLlonallzaLlon Staff Management 1he managemenL of sLaff ln an organlzaLlon (2). Managers who have a speclallsL servlce or advlsory supporL funcLlon and are noL ln Lhe chaln of command of Lhe organlzaLlon's hlerarchy Staff Manager Lhe level of managemenL LhaL helps llne managers achleves boLLom-llne resulLs whlle only lndlrecLly conLrlbuLlng Lo Lhe ouLcome Stakeho|ders Lhe group or lndlvlduals who have an lnLeresL ln Lhe performance of Lhe enLerprlse and how lL uses lLs resources, lncludlng employees, cusLomers and shareholders Standard hour ln work sLudy Lhls Lerm refers Lo a unlL of work raLher Lhan Llme. lL ls Lhe measure of Lhe performance of a sLandard operaLor for a glven Lask over one hour Standard|zat|on 1he process of producLlon LhaL provldes sLandard machlne parLs Lhrough a wlde varleLy of manufacLurlng. 1hls ls one of Lhe bases of Mass roducLlon. 1he process of seLLlng generally accepLable sLandards of producL of quallLy State |ntervent|on Lhe lnLervenLlon by governmenL, elLher dlrecLly or lndlrecLly, ln Lhe worklng of Lhe economy State-of -the Art 1he very laLesL producL ln lLs fleld Stat|st|ca| process contro| 1he use of sLaLlsLlcal Lechnlques Lo deLermlne Lhe accepLable llmlLs of varlaLlon of quallLy of a glven producL, usually lnvolvlng random sampllng of Lhe ouLpuL. (b) An operaLlons managemenL monlLorlng Lool LhaL uses quanLlLaLlve meLhods and procedures Lo evaluaLe LransformaLlon operaLlons and Lo deLecL and ellmlnaLe devlaLlons Stat|st|cs a form of maLhemaLlcs used on daLa gaLhered ln sLudylng behavlor and by whlch lnvesLlgaLors evaluaLe Lhelr flndlngs and make lnferences of wlder lmpllcaLlon Lhan Lhelr sLudy sample Status 1he sLandlng of an lndlvldual ln an organlzaLlon. 1hls ls based on Lhe amounL of respecL he ls accorded by oLher people, wheLher lL ls because of hls poslLlon ln Lhe hlerarchy or because of personal quallLles llke charlsma. 1he sLandlng of a documenL under dlscusslon. Pow formal or offlclal ls lL and whaL ls Lhe approprlaLe way or respondlng Lo lL? Storm|ng stage a sLage ln Leam developmenL ln whlch Leam members volce Lhelr dlfferences abouL Leam goals and procedures
Strateg|c act|on p|an ManagemenL plans based on macro approaches for analyzlng organlzaLlonal feaLures, resources, and Lhe envlronmenL and esLabllshlng long-Lerm corporaLe wlde acLlon programs Lo accompllsh Lhe sLaLed ob[ecLlves ln llghL of LhaL analysls Strateg|c a|||ances cooperaLlve arrangemenLs beLween compeLlLors or poLenLlal compeLlLors form [olnL venLure or collaboraLlon beLween flrms on speclflc pro[ecLs Strateg|c compensat|on compensaLlon pracLlces LhaL besL supporL Lhe flrm's buslness sLraLegy Strateg|c dec|s|on declslons LhaL have a long-Lerm perspecLlve of Lwo or flve years and affecL Lhe enLlre organlzaLlon Strateg|c nk |ann|ng (Snk) 1he developmenL of a vlslon abouL where Lhe company wanLs Lo be and how lL can use human resources Lo geL Lhere. (b) an approach Lo human resource managemenL LhaL has Lhe goal of uslng people mosL wlsely wlLh respecL Lo Lhe sLraLeglc needs of Lhe organlzaLlon, ensurlng LhaL people from all Lhe levels of Lhe organlzaLlon are worklng Lo lmplemenL Lhe sLraLegy of Lhe buslness effecLlvely Strateg|c |ntent Lhe flrm's lnLernally focused deflnlLlon of how Lhe flrm lnLends Lo use lLs resources, capablllLles, and core compeLencles Lo wln compeLlLlve baLLles Strateg|c [ob ana|ys|s fuLure-orlenLed analysls LhaL ldenLlfy sklll and ablllLy requlremenLs for [obs LhaL do noL yeL exlsL Strateg|c Managers Lhe flrm's senlor execuLlve who are responslble for overall managemenL Strateg|c Meet|ng brlnglng people from dlfferenL deparLmenLs or dlvlslons LogeLher Lo synchronlze plans and ob[ecLlves and Lo coordlnaLe acLlvlLles Strateg|c M|ss|on Lhe flrm's exLernally focused deflnlLlon of whaL lL plans Lo produce and markeL, uLlllzlng lLs lnLernally based core compeLence Strateg|c |ann|ng Lhe basls of a corporaLe plan or oLher broad based and long-Lerm assessmenL of an organlzaLlon's fuLure Strateg|z|ng Lhe managemenL skllls of focuslng on Lhe flrm's key ob[ecLlves and on Lhe lnLernal and exLernal envlronmenLs and respondlng ln an approprlaLe and Llmely fashlon Strategy formu|at|on Lhe deslgn of an approach Lo achleve Lhe flrm's fashlon Stress hyslcal and psychologlcal Lenslon and sLraln usually accumulaLed over a perlod of Llme, whlch LhreaLens a person's ablllLy Lo go on coplng wlLh Lhe demands of a glven slLuaLlon. lf lL ls noL dealL wlLh lL wlll frequenLly resulL ln psychosomaLlc dlsorders Stress Interv|ew An lnLervlew LhaL ls dellberaLely conducLed by Lhe lnLervlewer ln a harsh and hosLlle manner wlLh Lhe supposed lnLenLlon of LesLlng Lhe lnLervlewee. lL ls more llkely Lo be Lhe slgn of a man wlLh an lnferlorlLy complex LesLlng hls manhood Structura| change deep-seaLed changes LhaL affecL very sLrucLure of a socleLy, llke Lhe lndusLrlal lnvenLory Structura| unemp|oyment unemploymenL LhaL arlses from Lhe changlng sLrucLure of an lndusLry or socleLy (e.g. ln Lhe paLLern of demand) LhaL ls long Lerm or even permanenL, as opposed Lo seasonal unemploymenL or unemploymenL LhaL ls a Lemporary reflecLlon of prevalllng economlc condlLlons Structured |nterv|ew An lnLervlew ln whlch Lhe lnLervlewee ls led Lhrough a flxed serles of Loplcs based on a seL of prepared quesLlons, ofLen ralsed ln a parLlcular order. 1hls meLhod emphaslzes comparablllLy of respondenLs aL Lhe expense of flexlblllLy for Lhe lnLervlewer and scope for ampllfylng answers by Lhe lnLervlewee Subcontract|ng Lhe pracLlce of maklng an agreemenL beLween Lhe maln conLracLor responslble for a pro[ecL and anoLher organlzaLlon whlch wlll subconLracL Lo carry ouL parL on lL Subcu|ture a Lerm borrowed from anLhropology by soclology Lo denoLe a culLure wlLhln a culLure, l.e. one whlch shares mosL of Lhe maln feaLures and values of Lhe parenL whlle reLalnlng speclal characLerlsLlcs of lLs own Supernumerary someone who ls surplus Lo requlremenLs for an organlzaLlon aL a glven Llme and place, e.g. resulL of over mannlng Superv|sor anyone who supervlses Lhe work of oLhers, alLhough a supervlsor, llke a lorman, ls usually regarded as belng on Lhe flrsL level of llne managemenL ln Lhe hlerarchy of an organlzaLlon Survey research A Lechnlque for gaLherlng daLa from large numbers of people by Lhe use of quesLlonnalres and uslng sLaLlsLlcal sampllng meLhods. SWC1 (SLrengLhs-Weakness -opporLunlLles-LhreaLs Analysls): a sLraLeglc managemenL Lool Lo evaluaLe Lhe flrm, whlch ls accompllshed by ldenLlfylng lLs sLrengLhs and weakness, ldenLlfylng lLs opporLunlLles and LhreaLs, and cross- maLchlng sLrengLhs wlLh opporLunlLles, weakness wlLh Lhe LhreaLs sLrengLhs wlLh LhreaLs, and weakness wlLh opporLunlLles Sympathy 1he ablllLy Lo feel wlLh someone. lL ls an emoLlonal experlence as compared Lo empaLhy Synd|cate A group of lndlvlduals or organlzaLlons who comblne for some common goal whlch ls Lo Lhelr muLual beneflL Synergy Allows lndlvlduals Lo blend complemenLary skllls and LalenLs Lo produce LhaL are more valuable Lhan Lhe sum of Lhe lndlvldual conLrlbuLlons. (8) A slLuaLlon ln whlch Lhe co- operaLlon of Lwo or more lndlvlduals groups or organlzaLlon produces a comblned effecL whlch ls greaLer Lhan could have been produced by Lhe sum of Lhe separaLe enLlLles e.g. super ordlnaLe goal achleved by Lwo groups System any serles of lnLerconnecLed elemenLs formlng an organlzed or organlc whole wlLh common ob[ecLlves, Lxample can range from an lndlvldual cenLral nervous sysLem Lo a socleLy's famlly and klnshlp arrangemenLs System4 a classlflcaLlon of ManagemenL sLyle by Lhe Amerlcan psychologlsL 8ensls LlkerL, 1here are four sLyles ln all arranglng from Lhe auLocraLlc (SysLem 1) Lo Lhe democraLlc (SysLem4) System Ana|ys|s Lhe aLLempL Lo formulaLe general prlnclples LhaL could be applled Lo any sysLem by a comparaLlve analysls of Lhe sLrucLures and funcLlons of as wlde a varleLy of sysLem as posslble System approach an approach Lo managlng human resources LhaL provldes a concepLual framework for lnLergradlng Lhe varlous componenLs wlLhln Lhe framework and for llnklng Lhe human resources managemenL (P8M) sysLem wlLh larger organlzaLlonal needs System|c d|scr|m|nat|on any buslness pracLlces LhaL resulL ln Lhe denlal of equal employmenL opporLunlLy 16I test Lhls ls a psychologlcal LesL of personallLy, developed by Lhe Amerlcan psychologlsL 8aymond CaLLell, whlch aLLempLs Lo measure slxLeen ma[or personallLy facLors (hence 16l). 1he LesL ls someLlmes used ln occupaLlonal psychology for Lhe purpose for selecLlon where Lhe flndlngs are maLched agalnsL lmporLanL personallLy facLors LhaL have some been ldenLlfled for varlous occupaLlons
1 1-Group a form of senslLlvlLy Lralnlng 1act|ca| act|on p|ans ManagemenL acLlon plan aL Lhe dlvlslon or deparLmenL level aL lndlcaLes whaL acLlvlLles musL be performed, when Lhey musL be compleLed, and whaL resources wlll be needed aL Lhe dlvlslon or deparLmenLal level Lo compleLe Lhe porLlons of Lhe sLraLeglc acLlon plan LhaL fall under Lhe purvlew of LhaL parLlcular organlzaLlonal subunlL 1act|ca| dec|s|ons declslons LhaL have a shorL-Lerm perspecLlve of one year or less and focus on subunlLs of Lhe organlzaLlon, such as deparLmenLs or pro[ecL Leams 1act|ca| Managers Lhe flrm's managemenL sLaff who are responslble for LranslaLlng Lhe general goals and plan developed by sLraLeglc managers lnLo speclflc ob[ecLlves and acLlvlLles 1act|ca| |ann|ng ShorL- Lo mlddle-range buslness plannlng LhaL addresses lssues assoclaLed wlLh Lhe growLh of currenL or new operaLlons, as well as wlLh any speclflc problems LhaL mlghL dlsrupL Lhe pace of planned growLh. Also known as operaLlonal plannlng 1a|ent |nventory Lhe human resources skllls, ablllLles and poLenLlal, and analyzes how Lhose resources are currenLly belng used 1ang|b|e resources asseLs LhaL can be quanLlfled and observed, lncludlng, flnanclal resources, physlcal asseLs, and manpower 1ask 1he ma[or elemenL of work LhaL makes up a [ob. Lach Lask ln a [ob descrlpLlon ls lnLended Lo conLrlbuLe Lo Lhe overall ob[ecLlves of Lhe [ob 1ask 1he ma[or elemenL of work LhaL makes up a [ob. Lach Lask ln a [ob descrlpLlon ln lnLended Lo conLrlbuLe Lo Lhe overall ob[ecLlves of Lhe [ob 1ask ana|ys|s Lhe analysls of a Lask lnLo lLs consLlLuenL operaLlons for Lhe purposes of ldenLlfylng Lhe skllls lnvolved and Lhe Lralnlng necessary Lo lmprove Lhem 1ask fac|||tat|ng ro|e Lhe Leam-member role wlLh Lhe prlorlLy of helplng Lhe Leam accompllshmenLs and performance resulLs 1ask force a Lemporary lnLerdeparLmenLal group formed Lo sLudy an lssue and make recommendaLlons. (b) A group of people who are broughL LogeLher for a parLlcular Lask, usually lnvolvlng a speclal pro[ecL or unusual problem. 1he group ln normally dlsbanded when Lhe Lask has been successfully compleLed 1ask Ident|ty Lhe exLenL Lo whlch a Lask ls composed of a slngle, whole and ldenLlflable plece of work 1ask |eader Lhe lndlvldual who may emerge ln a small group as Lhe person who Lrles Lo keep Lhe aLLenLlon of Lhe group focused on lLs Lask and who Lrles Lo ensure LhaL lL geLs done 1ax avo|dance Lhe legal aLLempL Lo reduce Lhe burden of LaxaLlon on an lndlvldual or organlzaLlon 1ax deduct|b|e any buslness expense LhaL can be deducLed from lncome before Lhe calculaLlon of Lax due 1ay|or I.W (18S6- 191S) An Amerlcan englneer who lnvenLed work sLudy and founded Lhe sclenLlflc ManagemenL approach Lo Lhe world of work (someLlmes known as 1aylorlsm) aL Lhe beglnnlng of Lhe LwenLleLh cenLury. Pe placed greaL emphasls on analysls Lhe consLlLuenLs operaLlons of a Lask down Lo Lhe flnesL deLalls. 1aylor also saw Lhe lmporLance of good selecLlon and Lralnlng procedures and argued for beLLer communlcaLlon beLween managemenL and Lhe shop floor and beLLer cooperaLlon ln general boLh sldes of lndusLry 1eam a small number of people wlLh complemenLary skllls, who are commlLLed Lo a common purpose, a seL of performance goals, and an approach for whlch Lhey hold Lhemselves muLually accounLable 1eam bu||d|ng A Lechnlque LhaL alms Lo help work groups by lmprovlng Lhe quallLy of Lhelr member's lnLerpersonal relaLlons as well as Lhelr skllls aL solvlng problems and accompllshlng Lhelr Lask. 1hls ls usually done wlLh Lhe ald of an exLernal consulLancy whlch wlll dlagnose Lhe way Lhe work group funcLlons, helplng members Lo ldenLlfy dlfflculLles and suggesL lmprovemenLs 1eam cohes|veness Lhe exLenL Lo whlch members feel a hlgh degree of camaraderle, Leam sprlL and sense of unlLy 1eam norms share bellefs LhaL regulaLe Lhe behavlor of Leam members 1echno|ogy 1he means of Lransformlng lnpuLs lnLo producLs. (b) 1he pracLlcal appllcaLlon of sclenLlflc lnnovaLlon Lo lndusLry 1echno|ogy transfer Lhe Lransfer of a Lechnology from an area ln whlch lL has been successfully applled Lo an area ln whlch lL has noL yeL been Lrled 1e|ecommun|cat|on any form of communlcaLlon by elecLronlc means 1e|econference a dlscusslon or conference where parLlclpanLs are geographlcally scaLLered and llnked by means of LelecommunlcaLlon such as audlo conferenclng or vldeo conferenclng 1e|ephone |nterv|ew|ng an adapLaLlon of Lhe lnLervlew Lechnlque used ln survey research where face- Lo face lnLervlewlng ls noL posslble or advlsable 1est Market|ng a form of plloL sLudy on a new producL, where lL ls Lrled ouL ln a llmlLed area flrsL ln order Lo see wheLher lL would be worLh markeLlng more wldely 1hemat|c Appercept|on 1est A pro[ecLlve Lechnlque developed ln Lhe laLe 1930s by Lhe Amerlcan psychologlsL Penry Murray. lL conslsLs of vague and amblguous drawlng (usually of one or Lwo human flgures) abouL each of whlch Lhe sub[ecL has Lo make up a sLory. 1he Lhemes LhaL may emerge from Lhese sLorles are Lhen used Lo dlagnose areas of emoLlonal confllcL or concern ln Lhe sub[ecL. 1hls Lechnlque has been wldely used ln Lhe selecLlon of senlor managemenL where, for example, Lhe lncldence of achlevemenL lmagery mlghL be of parLlcular lnLeresL 1heory k a negaLlve perspecLlve on human behavlor(b) ln Lhe Lermlnology of uouglas McCregor Lhls descrlbe Lhe raLlonal-economlc vlew of Lhe human naLure LhaL people only work when Lhey have Lo and Lherefore requlre auLhorlLarlan managemenL 1heory ln Lhe Lermlnology of uouglas McCregor Lhls descrlbes vlew of human naLure ln whlch people would llke Lo be creaLlve ln Lhelr work and Lake more responslblllLy for lL. 1hey would Lhus be more responslve Lo democraLlc managemenL and lL's enabllng funcLlon Lhan ls suggesLed by Lhe proponenLs of Lheory x 1heory 2 1he Lerm suggesLed by Lhe Amerlcan wrlLer on organlzaLlonal Lheory Wllllam Cuchl for wesLern adapLaLlon of !apanese ManagemenL pracLlces. 1he Lheory Z organlzaLlon ls dlsLlngulshed by several lmporLanL feaLures: l llfe Llme employmenL: 2. relaLlvely slow promoLlon, 3. Concern for Lhe whole person,4. lnformal conLrol and leadershlp, 3. lndlvldual responslblllLy, 6. Consensual declslon-maklng,7. 8elaLlvely less speclallzaLlon. 1here ls some evldence LhaL Lheory Z organlzaLlons have less absenLeelsm, greaLer producLlvlLy and beLLer quallLy ouLpuL Lhan oLhers 1|me budget Lhe preparaLlon of a deLalled LlmeLable of work acLlvlLles ln order Lo help lmprove Llme managemenL and efflclency 1|me hor|zon Lhe degree Lo whlch Lhe plannlng of an organlzaLlon or an lndlvldual manager exLends lnLo Lhe fuLure 1|me |n L|eu a perlod of Llme off work, usually Laken aL Lhe employees dlscreLlon, Lo make up for Llme worked over and above normal worklng hours, l.e., an exchange of Llme for Lhe money LhaL would have been pald for worklng an overLlme raLe 1|me shar|ng a slLuaLlon ln whlch Lwo or more people or organlzaLlons make use of Lhe same plece of equlpmenL (parLlcularly a compuLer) ln order Lo share cosLs and Lo maxlmlze use of Lhe resource 1o|erance for amb|gu|ty Lhe ablllLy Lo llve wlLh a slLuaLlon LhaL ls noL clear cuL, where dlfferenL lnLerpreLaLlons of whaL ls happenlng are posslble and where Lhe ouLlook ls observe, ln sum Lhe ablllLy Lo accepL complexlLy ln human affalrs wlLhouL seeklng Lhe comforL of slmpllsLlc soluLlons. ln psychology, hlgh Lolerance for amblgulLy ls usually seen as a slng of psychologlcal healLh and maLurlLy 1op-down change organlzaLlonal change LhaL ls lnlLlaLed by managers 1ota| factor product|v|ty Lhe measuremenL of how well an organlzaLlon uLlllzes all o f lLs resources, such as caplLal, labor, maLerlals, or energy, Lo produce lLs ouLpuLs 1ota| ua||ty Management (1M) An organlzaLlon wlde managemenL approach LhaL focuses on quallLy as an over searchlng goal. 1he basls of Lhls approach ls Lhe undersLandlng LhaL all employees and organlzaLlonal unlLs should be worklng harmonlously Lo saLlsfy Lhe cusLomer. (b) An approach Lo and concern for quallLy whlch pervades Lhe organlzaLlon from Lo boLLom. lL was orlglnally lnLroduced Lo !apan ln Lhe afLermaLh of Lhe Second World War by Lhe Amerlcan englneers W Ldwards uemlng and !oseph uuran. lL ls based on close aLLenLlon Lo deLall, self- monlLorlng by workers aL each sLep and a passlonaLe commlLmenL Lo quallLy as parL of an organlzaLlon's ldenLlLy, and whlch ls lnLernallzed by everyone ln lL. 1hls approach ls cusLomer drlven and alms for Zero ln lL. 1hls approach ls cusLomer drlven and alms for zero defecLs, whlle belng lmbued wlLh Lhe splrlL of kalzen or conLlnuous lmprovemenL 1ra|n|ng An area of personnel managemenL concerned wlLh maklng Lhe besL use of Lhe Puman 8esources ln an organlzaLlon by provldlng Lhem wlLh Lhe approprlaLe lnsLrucLlon Lo acqulre Lhe necessary skllls for Lhelr [obs. (2) lanned programs deslgned Lo lmprove performance aL Lhe lndlvldual, group and or organlzaLlonal levels 1ra|n|ng and deve|opment phase of tra|n|ng Lhe phase of Lralnlng whose purpose ls Lo deslgn Lhe envlronmenL ln whlch Lo achleve Lhe ob[ecLlves deflned ln Lhe assessmenL phase by chooslng meLhods and Lechnlques and by dellverlng Lhem ln a supporLlve envlronmenL based on sound prlnclples of learnlng 1ra|n|ng Cutcome Lhe effecLlveness of a Lralnlng program based on cognlLlve, sklll-based, affecLlve, and resulLs ouLcomes 1ra|n|ng paradox Lhe seemlngly conLradlcLory facL LhaL Lralnlng employees Lo develop Lhelr skllls and lmprove Lhelr performance lncreases Lhelr employablllLy ouLslde Lhe company whlle slmulLaneously lncreaslng Lhelr [ob securlLy and deslre Lo sLay wlLh Lhelr currenL employer 1ra|t any endurlng characLerlsLlc of an lndlvldual's personallLy 1ra|t Appra|sa| |nstrument erformance appralsal Lools LhaL evaluaLe employees based on worker characLerlsLlc LhaL Lend Lo be conslsLenL and endurlng, such as declslveness, rellablllLy energy, and loyalLy 1ra|t 1heory any approach Lo Lhe sLudy of leadershlp whlch emphaslzes Lhe lmporLance of Lrylng Lo ldenLlfy dlsLlngulshlng characLerlsLlc or LralLs of personallLy common Lo successful leaders 1ransact|ona| |eaders leaders who use leglLlmaLe, coerclve, or reward powers Lo ellclL obedlence and aLLempL Lo lnsLlll ln followers Lhe ablllLy Lo quesLlon sLandard modes of operaLlon 1ransfer Lhe exLenL Lo whlch compeLencles learned ln Lralnlng can be applled on Lhe [ob 1ransfer of 1ra|n|ng 1he process whereby Lhe learnlng achleved ln one slLuaLlon ls Lransferred Lo anoLher slLuaLlon. 1hls can have poslLlve effecLs (knowlng Spanlsh alds Lhe learnlng of lLallan) or someLlmes negaLlve effecLs (knowlng how Lo sLeer a car ls deLrlmenLal Lo sLeerlng a boaL wlLh a Llller). 1ransformat|ona| |eadersh|p a leadershlp sLyle characLerlzed by Lhe ablllLy Lo brlng abouL slgnlflcanL change ln an organlzaLlon, such as a change ln vlslon, sLraLegy or culLure 1rust Lhe wllllngness of one Leam members Lo lncrease hls or her vulnerablllLy Lo Lhe acLlons of anoLher person whose behavlor he or she cannoL conLrol 1rust -contro| d||emma Lhe baslc problem of delegaLlon faced, aL any level, by a manager ln an organlzaLlon of how much LrusL Lo have ln Lhe subordlnaLe Lo whom Lhe work ls delegaLed and how much conLrol, lf any of Lhe work Lo reLaln 1u|t|on ass|stance programs supporL by Lhe flrm for employees' educaLlon and developmenL by coverlng Lhe cosL of LulLlon and oLher fees for semlnars, workshops and conLlnulng educaLlon programs 1urnkey pro[ect a speclallzed Lype of exporLlng ln whlch Lhe flrm handles Lhe deslgn, consLrucLlon, sLarL-up operaLlons, and workforce Lralnlng of forelgn planL, and a local cllenL ls handed Lhe key Lo a planL LhaL ls fully operaLlonal 1urnover 1he amounL of sales revenue achleved or buslness LransacLed durlng a glven perlod of Llme. 2. Loss of people from and appolnLmenLs Lo Lhe work force durlng a glven perlod of Llme. 3. 1he 1hrough puL of sLock ln elLher manufacLurlng producLlon or ln servlces 1wo-step of commun|cat|on Lhe ldea LhaL Lhe mass medla of communlcaLlon flrsL lnfluence Lhe oplnlon leaders ln a communlLy who ln Lurn lnfluence Lhe oplnlons and aLLlLudes of oLhers 1wo-way commun|cat|on communlcaLlon channels LhaL provlde for feedback 1ype a persona||ty A seL of personallLy characLerlsLlcs LhaL have been llnked Lo a parLlcular suscepLlblllLy Lo hearL dlsease. 1hese characLerlsLlcs lnclude belng lmpaLlenL, always rushlng, Lrylng Lo do Loo many Lhlngs aL once, walklng, Lalklng and eaLlng fasL, belng hard-drlvlng aL work, havlng few lnLeresLs, ouLslde work and hldlng feellng, Lype A personallLy ln always conLracLed wlLh Lype 8 personallLy 1ype 8 ersona||ty a seL of personallLy characLerlsLlcs LhaL are Lhe opposlLe of Lype a personallLy and Lherefore consldered Lo be much less suscepLlble Lo hear dlsease. 1hese characLerlsLlcs lnclude belng casual abouL appolnLmenL, belng a good llsLener, never feellng rushed, slow and dellberaLe ln manner and speech, easy-golng many lnLeresLs ouLslde work and able Lo express feellngs. 8oLh Lypes A and 8 are exLreme lnsLances and people would generally fall somewhere beLween Lhe Lwo
U Uncerta|nty Lhe condlLlon when lncompleLe lnformaLlon ls avallable and musL be Lo make a managemenL declslon Unconsc|ous 1hls ls Lhe mosL lmporLanL concepL ln psychoanalysls. lL ls Lhe reglon of Lhe psyche LhaL conLalns lmpulses and deslres whlch are Loo LhreaLen Lo be allowed lnLo consclousness and from whlch Lhey have been repressed or lnhlblLed from enLerlng. 1he effecLs of Lhls represslon and lnhlblLlon are expressed ln consclous (and never clalmed Lo have done so), he sysLemaLlcally probed Lhe dynamlc mechanlsms lnvolved ln lLs relaLlonshlp wlLh Lhe consclous psyche, and dld more Lhan anymore else Lo expose Lhe greaL amounL of lrraLlonallLy ln human affalrs. unfalr dlsmlssal: Lhe verdlcL of an lndusLrlal Lrlbunal whlch ls soughL by an employee who feels he has been wrongfully dlsmlssed by hls employer. 1he employer has Lo show LhaL Lhe dlsmlssal was falr and legal Un|t of Command ln organlzaLlonal Lheory, Lhls ls Lhe prlnclple LhaL each member of an organlzaLlon should reporL Lo only one person. (2) 1he managemenL concepL LhaL a subordlnaLe should have only one dlrecL supervlsor and a declslon can be Lraced back Lhrough subordlnaLes Lo Lhe manager who orlglnaLed lL Unstructured |nterv|ew An lnLervlew whlch ls noL gulded by a seL of flxed quesLlons, or perhaps even Loplcs from Lhe lnLervlewer buL ln whlch as free and open a dlscusslon as posslble ls encouraged wlLhln Lhe consLralnLs of Llme and Lhe ob[ecLlve of Lhe lnLervlew. 1hls meLhod emphaslzes flexlblllLy for Lhe lnLervlewer and scope for expresslon by Lhe lnLervlewee, aL Lhe expense of comparablllLy across respondenLs. ln pracLlce mosL lnLervlew of whaLever klnd fall somewhere beLween Lhe compleLely unsLrucLured lnLervlew and Lhe LoLally sLrucLured lnLervlew Upward Commun|cat|on communlcaLlon from lower level, of employees up Lo senlor ManagemenL ln Lhe hlerarchy of an organlzaLlon. A much dlfflculL proposlLlon Lhan elLher downward communlcaLlon or horlzonLal communlcaLlon.(b) sendlng a message from a poslLlon lower ln Lhe hlerarchy Lo a recelver hlgher ln Lhe hlerarchy Ut|||tar|an|sm a means of maklng declslons based on whaL ls good for Lhe greaLesL number of people
V Va||d|ty Lhe measuremenL of how well a Lechnlque used Lo assess candldaLes ls relaLed Lo performance ln Lhe [ob Va|ue chaln analysls: sLraLeglc managemenL analysls LhaL breaks Lhe flrm down lnLo a sequenLlal serles of acLlvlLles and aLLempLs Lo ldenLlfy Lhe value-added of each acLlvlLy Var|ance ln sLaLlsLlc Lhls ls Lhe square of Lhe sLandard devlaLlon. lL ls used Lo measure Lhe spread of scores ln a parLlcular LesL or experlmenL Venture cap|ta||sts flnanclal lnvesLors who speclallze ln maklng loans Lo enLrepreneurshlps LhaL have Lhe poLenLlal for rapld growLh buL are ln hlgh-rlsk slLuaLlons wlLh few asseLs and would Lherefore noL quallfy for commerclal bank loans Vert|ca| Commun|cat|on a Lerm applled Lo downward communlcaLlon, Lhough more usually Lo upward communlcaLlon ln an organlzaLlon Vert|ca| d|mens|on Lhe organlzaLlon sLrucLure elemenL LhaL lndlcaLes who has Lhe auLhorlLy Lo make declslons who ls expecLed Lo supervlse whlch subordlnaLes Vert|ca| |ntegrat|on 1he process whereby a company exLends lLs buslness lnLeresLs lnLo each sLages of producLlon of or sales, of lLs producLs. 1hough someLlmes a company ls able Lo do Lhls for lL, lL ls usually accompllshed by some form of merger wlLh, or Lakeover or anoLher flrm concerned wlLh a dlfferenL sLage of Lhe same producL, e.g. a publlsher may Lake over a bookshop Vert|ca| |ntegrat|on strategy a form of dlverslflcaLlon sLraLegy ln whlch a flrm lnLegraLes verLlcally by acqulrlng buslnesses LhaL are supply channels or dlsLrlbuLors Lo Lhe prlmary buslness, produclng lLs own lnpuLs ls backward lnLegraLlon, and dlsLrlbuLlng lLs own ouLpuL ls backward lnLegraLlon, and dlsLrlbuLlng lLs own ouLpuLs ls forward lnLegraLlon V|deoconferenc|ng a Leleconference uslng vldeo, as well as audlo, means of communlcaLlon V|rtua| Corporat|on a new organlzaLlon form ln whlch Leams of speclallsLs come LogeLher Lhrough Lechnology Lo work on a pro[ecL, and dlsband when Lhe pro[ecL ls flnlshed V|rtua| teams Croups LhaL use lnLeracLlve compuLer Lechnologles such as Lhe lnLerneL, groupware (sofLware LhaL permlLs people aL dlfferenL compuLer worksLaLlons Lo collaboraLe on a pro[ecL slmulLaneously) and compuLer-based vldeoconferenclng Lo work LogeLher regardless of dlsLance V|rtua| workp|ace a new organlzaLlonal form based on Lhe ldea of worklng anyLlme, anywhere-ln real space or ln cyberspace V|s|b|e cu|tura| Lhe aspecL of culLure LhaL an observer can hear, feel or see V|s|on|ng concepLuallzlng whaL should be happenlng ln Lhe fuLure, and havlng Lhe ablllLy Lo exclLe and lnsplre oLhers ln maklng Lhe vlslon a reallLy V|sua| search ln ergonomlcs, Lhls Lerm refers Lo Lhe process of scannlng dlsplay of lLs operaLlons on a Lelevlslon screen Vocat|ona| gu|dance A branch of occupaLlonal psychology whlch helps people Lo choose an occupaLlon or a career whlch wlll be muLual beneflL Lo Lhem and Lhelr prospecLlve employers. lL makes use of Lhe lnLervlew Lechnlque plus an exLenslve baLLery of psychologlcal LesLs, lncludlng LesLs of ablllLy, apLlLude and need for achlevemenL Vo|untary contracts 8ecause boLh parLles enLer Lhe labor conLracL freely, one parLy can use Lhe legal sysLem Lo enforce Lhe Lerms of Lhe conLracL lf Lhe oLher parLy does noL fulflll lLs responslblllLles Vo|untary redundancy a slLuaLlon ln whlch an employee requesLs or agrees Lo redundancy, usually ln reLurn for favorable Lerms of compensaLlon Vo|untary work unpald work due by volunLeers for a charlLy or slmllar organlzaLlon Vroom-etton Mode| A conLlngency Lheory of leadershlp LhaL uses a declslon Lree Lo ldenLlfy Lhe mosL approprlaLe leadershlp sLyle for a glven slLuaLlon. lL was developed by Lwo Amerlcan lndusLrlal psychologlsLs, vroom and ?eLLon
W We|fare funct|on 1he baslc funcLlon of personnel managemenL whlch lmplles responslblllLy for Lhe well-belng of an organlzaLlon's members, physlcal, menLal and soclal. AL Lhe every leasL Lhls wlll lnclude healLh and safeLy aL work buL, dependlng on Lhe pollcy of Lhe organlzaLlon, lL may also lnclude many oLher Lhlngs, llke AfflrmaLlve acLlon aLernlLy leave, or Lhe provlslon of a creche for worklng moLhers or small chlldren We|fare State a counLry whose governmenL accepLs LhaL lL has Lhe prlmary responslblllLy Lo look afLer Lhe welfare of lLs clLlzens, Lhelr educaLlon healLh, employmenL and reLlremenL ln parLlcular Wh|te-co||ar cr|me crlmlnal offences assoclaLed wlLh buslnessmen or whlLe-collar workers, llke embezzlemenL, fraud or lnslder deallng or Lhe sLock markeL Wh|te-co||ar worker opular Lerm for any member of sLaff who works ln an offlce. 1he name derlves from Lhe pracLlce of (men) wearlng a whlLe shlrL Lo work (ln Lhe days when men wore whlLe shlrLs- wlLh whlLe collars) Who|e method a Lechnlque for learnlng ln whlch Lhe maLerlal ls learned as a whole an each pracLlce or repeLlLlon Who||y owned subs|d|ar|es a means of enLerlng new markeLs ln whlch a flrm fully owns lLs subsldlary ln forelgn counLrles Who|esa||ng AcLlng as an lnLermedlary or mlddleman beLween Lhe producLlon of goods and Lhelr reLalllng Lo Lhe general publlc. lL usually lnvolves Lhe sLocklng of relaLlvely large quanLlLles of goods for onward communlcaLlon W|n |ose barga|n|ng ln negoLlaLlons, Lhe bargalnlng posLure LhaL assumes LhaL Lhe goals of Lhe parLles are lrreconcllable, also known as dlsLrlbuLlve bargalnlng W|n Lose Sty|e negoLlaLlng sLyle used when Lhere ls a slngle lssue LhaL conslsLs of a flxed amounL of resources ln whlch one parLy aLLempLs Lo galn aL Lhe expense of Lhe oLher W|n-W|n barga|n|ng ln negoLlaLlon Lhe bargalnlng posLure LhaL assumes LhaL Lhe goals of Lhe parLles are noL muLually excluslve, LhaL lL ls posslble for boLh sldes Lo achleve Lhelr ob[ecLlve W|n-W|n sty|e negoLlaLlng sLyle requlrlng all lnLeresLed parLles Lo converL a poLenLlal confllcL lnLo a problem-solvlng process ln whlch each parLy seeks Lo ldenLlLy common, shared common, shared or [olnL goals Work Any klnd of purposlve acLlvlLy wheLher pald or unpald, full Llme or parL Llme, formal or lnformal. WlLh reference Lo an organlzaLlon lL ls used abouL Lhe operaLlons lnvolved ln a parLlcular [ob or Lask Work des|gn Lhe parL of Lhe [ob deslgn process LhaL ls concern wlLh Lhe acLual worklng operaLlons, as opposed Lo Lhe personnel managemenL aspecLs Workers compensat|on programs programs LhaL provlde paymenLs Lo workers who are ln[ured on Lhe [ob, or who conLracL a work-relaLed lllness Workers samp|e tests sLandardlzed measures of behavlor whose prlmary ob[ecLlve ls Lo assess Lhe ablllLy Lo do raLher Lhan Lhe ablllLy Lo know Lhrough mlnlaLure repllcas of acLual [ob requlremenLs Work exper|ence a perlod of Llme spenL dolng unpald work ln a workplace envlronmenL by young people abouL Lo leave school, as preparaLlon for fuLure employmenL Work f|ow Lhe arrangemenL of [obs ln a parLlcular sequence lnLended Lo help an organlzaLlon run smooLhly and producLlvely Work Group Members of a group who are held accounLable for lndlvldual work, buL Lhey are noL responslble for Lhe ouLpuL of Lhe enLlre group Work|ng c|ass Lhe prlnclpal producLlve force of modern socleLy, Lhe maln drlvlng force of Lhe LranslLlon from caplLallsm Lo soclallsm and communlsm Work ||fe program an employer-sponsored beneflL or worklng condlLlon LhaL helps employees Lo balance work and non-work demands Work Measurement an lnLegral parL of Lhe work sLudy, process ln whlch a varleLy or (sub[ecLlve) meLhods, llke work sampllng, are used Lo flx a sLandard Llme for Lhe accepLable performance of a glven Lask by a Lralned worker Work organ|zat|on any organlzaLlon whlch, ln Lhe course of Lrylng Lo fulflll lLs goals glves pald employmenL (wheLher full-Llme or parL Llme) Lo one or more workers Work |ann|ng ldenLlflcaLlon of Lhe numbers of employees and Lhe skllls needed Lo perform avallable [obs, based on an undersLandlng of avallable compeLencles and change ln [obs requlred by corporaLe goals Work Samp||ng a Lechnlque used ln work measuremenL and work sLudy for obLalnlng lnformaLlon abouL a parLlcular [ob or Lask by Lhe sampllng (usually 8andom Sampllng) from Lhe work acLlvlLles aL varlous Llmes raLher Lhan by conLlnuous observaLlon Work s|mp||f|cat|on a process used ln organlzaLlon and meLhods or work sLudy where a sysLem of work ls lL's examlned Lo see lf unnecessary expendlLure of energy can be removed Work ut|||zat|on a means of ldenLlfylng wheLher Lhe composlLlon of Lhe workforce-measured by race and sex-employed ln a parLlcular [ob caLegory ln a parLlcular flrm represenLs Lhe composlLlon of Lhe enLlre labor markeL avallable Lo perform LhaL [ob
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1. 1he Conclse ulcLlonary of ManagemenL by uavld A. SLaLL. 2. ManagemenL Second LdlLlon by McCraw- Plll lrwln. 3. Managlng Puman 8esources 6 Lh LdlLlon by Wayne. l. Casclo. 4. ubllc AdmlnlsLraLlon Complled by M. lalsal khan 3. 8esearch MeLhods 7 Lh LdlLlon by Wllllam C.Zlkmud. 6. CrganlzaLlonal 8ehavlor 6 Lh LdlLlon by 8obblns SLephen. 7. klngs Cfflce ManagemenL by ur. M.M. varam and 8.k. Aggarwal klngs books LducaLlonal ubllsh 1684, nal Sarak uelhl. 8. WebslLewww.managmenL.dlcLlonary.com